PRESENTED BY :
• TANUSHREE BODHANKAR
• AVINASH BANDGAR
• VIJAYA BHOITE
• ASHWIN BHAGWAT
• SANDHYA BELE
RICHARD CHANG
Dr. Richard Chang, is internationally known and highly
respected for his quality improvement, organization
development, strategic planning, team development,
performance improvement, and human resource
development expertise.
As a well-known and top-rated keynote speaker, Richard
Chang addresses a variety of personal development and
organizational-related related topics at regional, national,
and international conferences.
Richard Chang is the author or co-author of over twenty-five
books on business and personal development.
In addition, Dr. Chang has served on the faculty for California
State University Long Beach and several community colleges
in Southern California.
OVERVIEW
• INTRODUCTION
• WHAT ARE SELF MANAGED TEAMS?
• THE TEAM TRANSITIONAL MODEL
• PLAN
• ANALYZE
• DEVELOP
• IMPLEMENT
• EVALUATE
INTRODUCTION
WHY
WHEN TO
READ THIS
USE IT?
BOOK?
HOW TO
USE IT?
WHAT
ARE
SELF
MANAGED
TEAMS ??
SKILLS CONTRIBUTING TO THE SUCCESS OF
SELF-MANAGED TEAMS
LEADERSHIP COMMUNICATION PROCESS
IMPROVEMENT
TEAM PROJECT
CONFLICT
DYNAMICS MANAGEMENT
MANAGEMENT
CONSENSES PEER COACHING GROUP PROBLEM
DECISION & FEEDBACK SOLVING
MAKING
INTERPERSONAL
INDIVIDUALS ABILITIES OF TEAM MEMBERS
ACCEPT CHANGE
TRY NEW THINGS
TAKE MORE RESPONSIBILTY
BE HELD ACCOUNTABLE FOR RESULTS
TAKE ACTION, BE PROACTIVE
ACT IN THE BEST INTEREST OF THE TEAM
WORK RESPONSIBLY
TAKE RISKS
BE OPEN-MINDED
WHAT’S IN IT
FOR YOUR
ORGANISATION?
WHAT’S IN IT FOR
YOU?
• GREATER JOB VARIETY
• MORE FREEDOM TO MAKE THE RIGHT DECISIONS
AND ACT ON THEM
• INCREASED OPPORTUNITIES TO LEARN NEW SKILLS
WHAT’S IN IT FOR
YOUR
ORGANISATION?
• INCREASED EMPLOYEE COMMITMENT TO DECISIONS
• GREATER WORK TEAM PRODUCTIVITY
• MORE OPERATIONAL FLEXIBILTY
• IMPROVED LEVELS OF ACCOUNTABILITY
WHAT’S IN IT FOR
YOUR
CUSTOMERS?
• QUICKER RESPONSE TIME
• IMPROVED QUALITY
• DIRECT CUSTOMER CONTACT
• FASTER DELIVERY OF PRODUCTS & SERVICES
EVERYONE COMES OUT A WINNER WHEN AN
ORGANISATION CHOOSES SELF-MANAGED
TEAMS BECAUSE:
• EMPLOYEES LIKE HAVING
• THE ORGANISATION GETS A
CONTROL OVER THEIR WORK
MORE EMPOWERED WORKFORCE
• PEOPLE ARE FREE TO DO
• MORE WORK IS DONE IN LESS
WHAT THEY KNOW IS BEST
TIME
• WORK BECOMES MORE
• QUALITY INCREASES
INTERSTING AND VARIED
• RESISTANCE TO CHANGE
• AVOIDANCE OF TEAM CO-ORDINATOR
• FEAR OF BLAME
• LIMITED SKILLS AND ABILITIES
• DISTRIBUTION OF PAY
• HANDLING DISCIPLINE ISSUES
• FEAR OF THE UNKNOWN
THE TEAM TRANSITION MODEL
Self
Manage
d Team
Evaluate
Implement
Design
Analyze
Plan
Traditional
Works
Group
PHASE ONE -PLAN
• Proper planning is vital to the success of
any project
• Your work group should take the
necessary time to plan before you make
the transition to self-managed team
3 STEPS OF PLAN PHASE
1. Set the stage
2. Clarify your sense of purpose
3. Determine and communicate effects
on others
SET THE STAGE
Clarify why changeover
Make sure everyone understands why
change to this new way of doing business
It does not necessarily mean that any
employee has been doing a poor job
CLARIFY YOUR SENSE OF PURPOSE
What it be like if all the problems and
obstacles were removed from our jobs?
What do we as a team want to be become
in the future?
How do we want others to view our work
group?
What do we want our customers to say
about us?
DETERMINE AND COMMUNICATE
EFFECTS ON OTHERS
Other group need to know what’s going on
during your planning
Earlier supervisor was the main point of
contact
In self managed team employees
themselves will be leading directly with
them
Analyze
Self-Managed Team
[Link] the
[Link] team work
management responsibilities and
responsibilities cross training
needed
Analyze
[Link] that [Link] the
everyone has the policies and
right attitude to procedures that
succeed need to be changed
1. Clarify Team Management
Responsibilities
Share the Responsibility for handling management tasks
List on whiteboard all of the things supervisor do
Additional management responsibilities Schedule
Hire
work
temps
flow
Handle
Order
discipline
supplies
problems
2. Determine the work responsibilities
and cross training needed
Name Camera Scanner Strip Proofer Plate
Operator operator Specialist Maker
A
- Already knows this job - Has the skills to
learn this job
Multiskilled
3. See that everyone has the right
attitude to succeed
What concerns do you have about forming self – managed teams?
What do you see as the benefits?
What do you see as potentials?
What will you lose?
What will you gain?
4. Clarify the policies and procedures
that need to be changed
Organization Charts
Performance Appraisal Procedures
Compensation Procedures
Job Descriptions
Purchasing Procedures
Hiring Policies
Vacation Scheduling Procedures
Timecard Approval Policy
Policies having to do with who represents each department
Procedures having to do with who responds to customers concerns
Procedures having to do with who contacts Vendors
Discipline issues
Worksheet
Analyzing Your Team’s Readiness
1. What the specific management responsibilities that the
team has to assume?
2. Identify which team members currently prepared to
handle the various work responsibilities, and what the
cross-training needs are?
3. What specific concerns, problems, and issues do you
and other team members foresee as you move toward
self-managed teams?
4. What specific policies and procedures need to be
revised as part of the transition?
PHASE THREE : DESIGN
STEP ONE :
• PURPOSE
• INTENTION
• CONTENT
STEP TWO : DESIGN THE
• Avoid the bottlenecks on
Management
• Think about how much
space each team will need
• Do you have adequate
equipment
• Agree on a work area for
each team
• Consider where to locate
each person's work station
• Will each team have their
own equipment or team
share certain items ?
• Agree on how the team will interact
• Team Coordinator
STEP THREE : CODE OF
• Cooperate with each other
• Listen to others ideas
• Keep an open mind
• No personal attacks
• Stick to the facts
• Be tactful, but honest
• No hidden agendas
PHASE FOUR : IMPLEMENT
Steps :
Create an action plan for initial projects
Ensure tasks and responsibilities are performed on schedule
Anticipate problems and put together contingency plans
CREATE AN ACTION PLAN FOR INITIAL PROJECTS
Purpose : To clarify the responsibilities ,time schedules ,and the cost of
each project.
The first step : To break down a project into smaller chunks by using
flow chart
Traditional group Self managed team
1 Subordinates are not allow to Team members do all the task .
do supervisory work .
2 Responsibility depend upon The person with expertise in
supervisors ability . each task had chief
responsibility .
PROFORMA OF AN ACTION PLAN
Action step Resposible Begin date End date Estimated Cost
Task/activi persons/gr hours
ty oup
1
4
ENSURE TASKS AND RESPONSIBILITIES ARE PERFORMED
ON SCHEDULE
Self managed team should address only unexpected issues
or problems .
To display information –Use charts or graphs
ANTICIPATE PROBLEMS AND
PUT TOGETHER CONTINGENCY
PLANS
CONTINGENCY PLAN = JUST -IN-CASE PLAN
ACTION STEP FROM YOUR
ACTION PLAN
SUB SUB SUB
STEP STEP STEP
What potential
problems could
occure in each
step ?
How will we deal What can we do to head
with them if off potential problem ?
they occure ?
PHASE FIVE : EVALUATE
Provide team members with feedback from each other
Gain feedback from important sources outside the team ( such as
customers ,suppliers ,and senior management )
Celebrate your accomplishments
FEEDBACK AT TEAM MEETINGS
Code of conduct :
Was there an agenda ?
Did we stick to the topics listed on the agenda ?
Did the meeting start and end on topics ?
Was everyone adequately prepared for the meeting ?
Did we discuss all the facts before making each decision ?
Was the meeting organised and under control ?
Did we make good use of our time ?
Did everyone participate in the discussion ?
Were meeting minutes recorded and given to everyone ?
PEER PERFORMANCE FEEDBACK
QUALITY
OF WORK
AMOUNT PEER
AND SPEED PERFORMANCE ATTENDENCE
OF WORK FEEDBACK
COOPERATION
“TEAMWORK” PERFORMANCE FEEDBACK
1 = Rarely or never 4 = fairely often
2 = once in a while 5 = very frequently
3 = sometimes
1 . Do we as team members share the resposibilities of leadership and
keeping the team on track ?
1 2 3 4 5
2 .Does our team spend enough time cross training each other ?
1 2 3 4 5
3 .Do team members show commitment to working as a self managed
team ?
1 2 3 4 5
4. Do team members discuss problems openly and honestly ?
1 2 3 4 5
[Link] team members spend enough time working to achieve result ?
1 2 3 4 5
6. Are team members clear about how the team fits in with the rest of
the organisation ?
1 2 3 4 5
IMPORTANT SOURCES OF FEEDBACK
CELEBRATE YOUR ACCOMPLISHMENTS
Plan lunch or get together
after work
