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Self-Directed decrease and this results in low productivity.

Self-Directed
Teams have become a main approach for developing the business. Automobile manufacturer
Chrysler has created a “Smart Manufacturing” process which has proven successful
due to the application of SDT’s. SDTs are defined by Silverman
and Propst (1996) as “A group of employees who have day-to-day responsibility
for managing themselves and the work they do. Members of self-directed teams
typically handle job assignments, plan and schedule work, make production
related decisions and take actions on problems. Members of self-directing teams
work with a minimum of direct supervision.” In such a team
the manager’s role is to meet the need of the team through the provision of leadership,
stratagem and incentivized guidance (Douglas & Gardner, 2004). SDT’s are comprised of 5-15 members who are responsible for
performing and managing all or most aspect of a set of interdependent work
tasks (Yeats and Hyten, 1998). Various
organizational behavioral experts suggested that “an SDT is not created or
appointed. It’s grown. It’s nurtured and guided until it can start operating on
its own. Over time, the empowerment by the team facilitator switches to the
team members, and the team becomes self-managed. Facilitators begin with a
directing / controlling RL Wolfe –behavior, through to coaching, involving and
teaching others to lead themselves. Whilst this process is occurring, the team
itself shifts from executing the facilitator’s instructions, through to participating,
planning and eventually, taking responsibility and control.” Solving some of
the preexisting issues are helped by experiment in SDTs, to increase the design
capacity there are concerns that need immediate attention. Problems has been observed
between maintenance staff and line workers at the other two unionized plants
before implementing the STD’s. A new role of technicians
was refined after the incorporation of STD’s in
Corpus Christi plant. Gradually workers in material and operations assume that technicians
were given more importance and their opinions were not valued by the
coordinator. According to Nelson (2006), when the employee feels avoided and
unheard then their performance tends to decrease and this results in low
productivity.  Limitations of team
responsibilities is one more major issue. Coordinators were the decisions initially.

It was habituated that the team will take hold of their daily work activities
after the incorporation of STD’s. 80% of the opinions are
made by the teams who want control over the amount of overtime they work. It
shows that goals, salary and profits are out of limitations to be taken by the
team for decisions. Team should be responsible at least in determining the
production goals were salary and profits are not in their control. According to
goal setting theory employees are highly inspired to perform when a specific
goal is established and a feedback on progress is offered and there will be
much more participates, productivity by the team when ownership is given to setting
of their own goals. Employee Empowerment, Work Force Management and Motivation
are three main areas where issues are identified at the work place. Motivation
and Employee Empowerment goes together in SDT and work force should be managed
in a way that promotes these aspects.  Following are
the ways to improve that can be solution to all the existing problems. There should be a dedication
by the Management to SDT. The goals and objectives of the SDT should be over
looked by the management team and commit their approach. Empowerment of
employees is the main goal of self-direct approach and it shouldn’t be compromised in any way as the success of SDT is directly
proportional to empowerment of employees. Studies and reports of the industry
must be maintained by the management to track the progress in the field of
organizational behavior to find ways of improving employee motivation and
empowerment. Management
should make sure that the team is participate in the actual job design,
organizational goal setting, performance appraisals and incentives by providing
the culture of motivation and empowerment. Information from other facilities where SDT’s have been implanted successfully should be a main reference. Secondly, Feedback plays a
main role and should be part of the open communication across the organization when
open the mind for continuous improvement. SDT’s need to understand the problems
caused by them by way of feedback from the coordinators and teammates. Issues must
be disused with the coordinators, so that the issue can be visualized and then
it need to be taken to the team with possible solutions and let the team discuss
and find out the best posable solutions.  Finally, empowerment is all
about making the employees involved in the process of giving the authority to
make decisions which makes the employees motived by providing the support which
intern increases the productivity of the organization   ReferenceJennifer,
M. (2013 June 6). Sales and Marketing. Retrieved from https://www.dirjournal.com/blogs/how-to-write-a-white-paper/ Unknown
(2015). UK Essays: Self-Directed Teams Management. Retrieved from https://www.ukessays.com/essays/management/rl-wolfe-implementing-self-directed-teams-management-essay.php Ralph
L. (1997). Risk Factors. Retrieved from http://stroke.ahajournals.org/content/28/7/1507.full 

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Kahn, R. L. (2016) Studies in
role conflict and ambiguity. Retrieved
from http://psycnet.apa.org/record/1965-08866-000