self-managing team
(noun)
A group with a common purpose in which tasks and responsibilities are determined by the members.
Examples of self-managing team in the following topics:
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Self-Managing Teams
- A self-managing team has considerable discretion over how its work gets done.
- Self-managing teams are distinct from self-directed teams.
- Members of self-managing teams plan, coordinate, direct, and control their activities.
- Because they eliminate a level of management, the use of self-managing teams can better allocate resources and even lower costs.
- There are also potential drawbacks to self-managing teams.
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Setting Team Goals and Providing Team Feedback
- The way team members function as a group is as important to the team's success as the quality of what it produces.
- Periodic self-assessments that consider the team's progress, how it has gotten there, and where it is headed allow the team to gauge its effectiveness and take steps to improve its performance.
- Once they have identified the areas for improvement, members of the team and others (such as managers) can develop a plan to close the gaps.
- The team can then use the results as a starting point for its discussion.
- Apply effective performance management procedures to the process of goal setting and feedback
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Shared Leadership
- Team members must be willing to extend their feedback to the team in a way that aims to influence and motivate the direction of the group.
- Shared purpose means team members have a similar understanding of the team's objective and collective goals.
- Voice refers to the degree to which team members believe they have input into how the team carries out its activities.
- Through active encouragement and positive reinforcement of team members who demonstrate leadership, coaching can foster independence and a sense of individual self-efficacy.
- Coaching can also nurture collective commitment to the team and its objectives, increasing the possibility that team members will demonstrate personal initiative.
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Interpersonal Skills of Successful Managers
- These concepts of "manager" and "leader" can be distinguished within a team setting.
- A team leader who is unconcerned with team members' needs or who has a personal agenda that is perceived to be more important than the team's goals may be considered more of a manager than a leader, with the possible outcome of being estranged from team members.
- Conversely, team leaders who are admired and loyally followed are those who show concern for the team members as individuals with real needs and who place their team above their own personal agendas.
- Empathy, self-reflection, situational awareness, and charisma all play integral roles in communicating effectively and positively.
- A sender communicating a message to a receiver is not simply transmitting factual information; self-image, context, charisma, and the relationship between the two people also impact the reception of the message.
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Types of Teams
- Depending on its needs and goals, a company can use a project team, a virtual team, or a cross-functional team.
- Teams may be permanent or temporary, and team members may come from the same department or different ones.
- Common types of teams found in organizations include project teams, virtual teams, and cross-functional teams.
- Software development is most commonly done by project teams.
- It is common for an organization to have many teams, including teams of several types.
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Defining a Team
- A team is a group of people who work together toward a common goal.
- Each member is responsible for contributing to the team, but the group as a whole is responsible for the team's success.
- Sports teams are a good example of how teams work.
- Organizations typically have many teams, and an individual is frequently a member of more than one team.
- Some teams are permanent and are responsible for ongoing activities.
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Choosing Team Size and Team Members
- Team size and composition affect team processes and outcomes.
- The optimal size and composition of teams depends on the scope of the team's goals.
- Meredith Belbin did extensive research on teams prior to 1990 in the UK that suggested that the optimum team size is eight roles plus a specialist as needed.
- The mix of knowledge and expertise on a team is also important.
- Justify the importance of drafting a team that reflects a manageable size and conducive skill sets
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Constructive Team Conflict
- Teams may use conflict as a strategy for continuous improvement and learning.
- Recognizing the benefits of conflict and using them as part of the team's process can enhance team performance.
- Team members may feel more valued when they know they are contributing to something vital to the team's success.
- Team members and others can follow a few guidelines for encouraging constructive conflict.
- Explain how conflict can be used as a strategy for improving team performance
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Team Building
- Team building is an approach to helping a team become an effective performing unit.
- Team building refers to a wide range of activities intended to help a team become an effective performing unit.
- Team-building activities require the participation of all team members.
- A team can also benefit from team building after its work has begun.
- Identify how to achieve team success and the underlying value of team building from a broader organizational perspective
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Virtual Teams
- Virtual teams require effective project management to facilitate communication and coordinate member activities.
- Similar to task forces and cross-functional teams, networked teams frequently bring together people with different expertise to bring broad perspectives to discussing an issue or problem.
- The geographic dispersion of team members and the lack of regular face-to-face meetings present three challenges to the success of virtual teams.
- Coordination of tasks: A virtual team needs a clear set of objectives and a plan for how to achieve them in order to focus and direct collaboration among team members.
- Even more than traditional teams where individuals work in the same location and time zone, virtual teams require effective project management to facilitate communication and coordination of tasks among members.