Work Teams & Leadership
This is an excerpt from the paper...
Team members "maintain their ties to functional departments for personnel, training, promotion, and other such matters, but they work face to face principally with members of other departments to achieve the level of coordinated expertise demanded by their tasks" (Gortner, Mahler, and Nicholson, 1989, p. 111). The self directed or self managing work team places such matters as personnel, training, and promotion in the hands of the team, causing the team, in effect, to become almost a separate company within a company (Owens, 1991, pp. 53 65). The self managed work team (SMWT) tends to affect three aspects of organizational structure. The affected aspects of structure are (1) lines of managerial authority within an organization, (2) responsibility and accountability within the organization, and (3) the informal organization within the organizational structure. The development of an effective team based organization depends on the addressing of issues related to each of these characteristics of an organization. Strong leadership is necessary for the effective functioning of SMWTs (Barton, 1991, pp. 58 59). Such leadership is essential if SMWTs are to hire, train, and assign new employees, determine work schedules, provide instruction in various skills, and make decisions related to bonus compensation and employee terminations (Barton, 1991, pp. 58 59). To foster strong leadership in SMWTs, organizational management must relinquish control over details, concrete proble
. . .
ice of decision making in American organizations is far from standard. Decision making practices range from the outmoded directive decision making behavior to a full embracing of the concept of participative decision making. The most effective decision making behavior for organizations will include participation by organizational subordinates in the process, while, at the same time, preserving the ultimate responsibility and authority of the leader. The basic decision making model has been defined as being of two parts: a core group at the center, invested by the rules with formal authority to legitimize decisions, and a constellation of satellite groups seeking to influence the core group (Nutt, 1990, pp. 523 553). Group decision making, a requirement of both TQM and CQI, may be applied in either part of the model.
In most organizations, it is a rare event for a single individual to complete an entire decision making process without functioning at least part of the time as a member of a group (Nutt, 1990, pp. 179 207). Group participation in an organizational decision making process assumes even greater significance, when it is considered that the effective execution of an organizational decision requires a commitment on th
. . .
Some common words found in the essay are:
TQM CQI, Larson LaFasto, SMWTs Barton, Kimberly Rottman, Peters Waterman, Programs Deming, Mahler Nicholson, Mason Dickel, Rand Corporation, , decision making process, nominal decision making, tqm cqi, 1990 pp, 1991 pp, 1992 pp, nutt 1990, nutt 1990 pp, american organizations, informal organization, tqm cqi system, quality circles, 1991 pp 58 59, barton 1991 pp, larson lafasto 1989,
Approximate Word count = 2323
Approximate Pages = 9 (250 words per page)
More Essays on Work Teams & Leadership
|
Customer Service
to Over
32,000 Professionally Written Papers!!!
