Organisational Business Management Assignment


1.   Introduction

Self-directed teams are remarkably known as a key concept in the business world of recent era. It is known that the self-directed team is neither created nor appointed, but it is grown, nurtured, and guided until it can start functioning on its own. The self-directed teams develop inter-relationships between effective leadership, and effective decision making, which is a key to successful leadership. Therefore, it is important for the organizations to understand the procedures surrounding the development of self-directed teams with the passage of time (Rami 2010).

While considering the points discussed above, the purpose of this section of the paper is to illustrate the organizational behavior regarding considerations of growth within the organization, RL Wolfe. The subsections below are discussing various aspects of self-directed teams regarding its benefits and drawbacks of self-directed teams in RL Wolfe along with the role that training and development plays within the transition. Moreover, the contribution, motivation, rewards, and roles of individuals within the self-directed teams of RL Wolfe are also discussed in continuity within this section of the paper. The discussion is further followed by the management and leadership relevant to the self-directed teams along with the impact of organizational structures, goals, and objectives on the performance of self-directed teams regarding RL Wolfe.  


2.1       Benefits and Drawbacks of Self-Directed Team

A self-directed team is defined as a group of integrated, independent and trained individuals within organization and responsible for managing their work at workplace environment (Rose& Buckley, 1999). Thus, the core purpose of the self-directed team is to organize the individual for common goals and such team is independent and accountable of its individual members (Fisher, 2000). Nowadays, every organization have managed its workplace environment with the help of self-directed teams in which leadership is shared among the team members and individuals are motivated for their personal and professional efficacy of team (Bruce& Pepitone, 1998 ).

Organizations are more likely to have self-directed teams within their workplace considering benefits of the self-directed team (Palmes, 2006). The key benefits identified of self-directed team can be stated by associating with improved quality and productivity of organization due to individual accountability and motivation. Other than that, self-directed team offers greater flexibility and reduced operating cost resulting from the functions of each team members within the self-directed team (Rose& Buckley, 1999). In the case of RL Wolfe, that integrated the concept of self-directed team and the company, accounted for 30% to 40% increase in the production.

However, self-directed team has been proved to be beneficial for the organizations but implementing effective and successful self-directed team is a challenging task, as team work may take more time and resources leading to costly productivity. The most challenging task if not managed well can be a drawback of the self-directed team is the communication efforts required by team members to have effective team functioning. Additionally, there is need to consistently motivate them through different techniques such as rewards, at the same time, training and development is also necessary for the team to obtain the desire result (Fisher, 2000).  

2.2       Role of Training and Development in the Transition

According to Edwin and Steve (1999), effective and successful self-directed team requires the intense, continuous and comprehensive training and development. Employees within organization must be trained to learn the set of skills required for managing individual and teamwork (Fisher, 2000). Different skills if present in the self-directed team, they can be effective and efficient in terms of managing work and solving the problems such as skills for team management and problems solving (Rose& Buckley, 1999). Self-directed teams are given degree of autonomy; therefore, it is significant to train them for the management techniques and tools so that they could employ those skills and techniques in the production of the organization (Palmes, 2006).

Additionally, organizations to use self-directed approach as organizational structure must capable of moving the extreme participation of the team in the workplace environment (Bruce& Pepitone, 1998 ). For high involvement environment in the organization, there must be foster environment that provides support to self-directed team through training and development (Edwin& Steve, 1999). Moreover, there should be such organizational behavior that helps to encourage the empowerment and autonomy along with high level of motivation and involvement (Fisher, 2000).


3.1    Contribution, Motivation and Rewards in the Self-Directed Team

According to Williams (1995), it has been identified that the self-directed teams resulted in improved quality, productivity, service, higher flexibility, minimized operating costs, faster response to technological change, fewer, simpler classifications of job, better response to values of workers, increased commitment of employees to the organization, and ability to retain the best workers. Such type of approach can be implemented in RL Wolfe because it is subjected to the higher level of self-sufficiency while permitting the employees to respond effectively to the demands of customers and stakeholders by creating the sense of empowerment, which contributes in increasing the motivation (Williams 1995).

It is known that the motivation is the key to the success of self-directed model because it is the desire to achieve a goal and leading towards specific goal– directed behavior. The employees of RL Wolfe should be motivated to drive the workforce towards the accomplishment of tasks. Thus, the role of the management of RL Wolfe is to provide such type of environment and organizational culture for supporting the motivated employees (Bauer& Erdogen 2009).

The approach of self-directed teams includes certain types of performance incentives. The programs of rewards and recognition can affect the behavior of the team members because there are certain rewards that lose effects with the passage of time. Therefore, the management of RL Wolfe should consistently review such incentives for ensuring that the employees of organization are relevant to the teams. Moreover, the successful teams of RL Wolfe should receive the either financial or non-financial rewards (Heizer, Render& Rajashekkhar 2009).

3.2    Roles of Individual in Self-Directed Team

In most general terms, a self-directed team performs various traditional support functions along with routine tasks. The individual of self-directed team is supposed to record, select, train new members, control quality, resolve conflicts, monitor performance, control inventory, and so on. Thus, the individual possess various characteristics while working in the self-directed team such as multi skilled, interdependent, and controlling daily or yearly goals. Therefore, the management of RL Wolfe should impose responsibilities on employees that are carried out by respective supervisors (Rose& Buckley, 1999).

Moreover, the member of team is operated by taking various roles and each role represents the expectation about behavior pattern of an individual. However, the self-directed teams require more member commitment as compared to the managers can establish using simple contracts of employment. The increased authority and independence of the self-directed team requires the member of the team be motivated and work hard without any advantage of direct supervision. This task is carried out successfully by efficient leadership and it can be said that the leaders emerge by adapting own behavior to the individual members of the team into various tasks and into various priorities of team, relying on the situations (DiSanza& Legge 2009). Thus, in case of RL Wolfe, in order to enhance the role of individual member of the self-directed teams, it is essential for the management to create effective and efficient leadership within the organization to implement such approach in developing the effective and active team.


4.     Management and Leadership Self-directed Team

It has been observed that when comes the leadership and management of self-directed teams in companies like RL WOLFE; the members of the team have power to behave on their own discretion. It was observed that the coordinator of the factory was playing the traditional role by supporting the team with just some limited formal direction. Therefore, an organizational consultant was hired by the company who categorized the leadership role into four different parts naming directing leaders, coaching leaders, supporting leaders and delegating leaders.

A self-directed team makes decisions themselves regarding the structuring of leadership and their functions (Day et al. 2004). Efforts are initialized to explain the role of effective leaders among the members of self-directed team as they are also practicing the strategies of self-management in which each of them have to manage themselves. However, it has been noticed that the self-directed teams that gives more attention towards the communication of leadership functions is more strive toward the higher performance and success. In addition, it has been observed that in self directed teams one or more individual come forward ant take the responsibility of the leader (Rothstein 2010) Onlin

However, as far as management in self-directed team is concerned, it should be committed towards the goals and objectives within the organization. It should use the empowerment of employees’ strategy for the success of such teams. The management of the company should be engaged in creating the culture of motivation through permitting them to make participation in the actual job designs, formulation of goals for the company, appraising their performance and by providing different incentives (Fisher 2000).

The management of the company practicing self-directed team approach should be always updated regarding the new improvement and ways to improve their management abilities for the management of self-directed teams. In self-directed teams in the organizations like RL WOLFE, the leaders posses effective leadership qualities enough to create their followership and then transformation of this into self-directed teams. The leaders just represent themselves as the supporter or facilitator empowering team to be self-managing. However, as members of the team keep on observing, absorbing and learning from their original manage (Rothstein 2010)r.

Therefore, the implementation of self–directed team also involves the direction and style of leadership that should be followed by the team members. The roles of a leader should be adopted in such a way that it creates enthusiasm among the followers (Fisher, 2000). They should act as a foreman in the phase of making directions to achieve some goal, as a supervisor to coach their subordinates to learn about the self management approach, as a facilitator in providing guidance with the team individuals desired task and as a coordination in delegating authorities and tasks to the self-directed team. This division of leadership would help any organization in changing the behaviors of the employees coupled with an efficient self-managed team working for the goals and objectives of the company.


5.     Impact of Organizational Structure, Goals and Objectives on the Performance of the Self-Directed Team

The organizational structure, goals and objective can remarkably influence the performance of self-directed team because teams are motivated to accomplish organization goals and objectives. According to Jones (1998), organizations mainly incorporate the goals and objectives of the organization into existence of their teams and their functions, while self-directed teams perform better when they are aware of the purpose of their existence such as organization objectives and organization goals (Jones, 1998). Similarly, organizational structure can influence the self-directed team by assigning them their roles and responsibilities in line with the mission of the organization (Palmes, 2006).

According to Belasen (2000), organizational structure of a company can affect the performance of the self-directed team based on its policy for empowerment and degree of limitation to the resources available to the team (Belasen, 2000). Different organizational structure is without any supervision or with lack of effective supervision that leads to inefficiencies in overcoming the problems and team management issues while losing productivity (Rose& Buckley, 1999).

Together, the goals and objectives of organization with organizational structure can have both negative and positive effects, as in the case of RL Wolfe, the main goal was to achieve the high productivity in the range of 95% and this goal requires improvement in the design of the self-directed team. Thus, it can be stated that goals and objectives of the organization are reflected in the organizational behavior and in structure of self-directed team. Moreover, the impact of the organizational structure, reflecting through organization objectives and goals on the performance of the self-directed team was observed during the problems arising due to defining job, in which team members participated in the problem solving based on the organizational behavior of the organization allowing the employees to contribute to organization decision-making process. However, the approach of organization to involve the self-directed team in the organizational decision-making related to teams’ problem was an initiative towards enhancing the performance of the self-directed team. The organization can take further initiatives to involve the self-directed team in the process of identifying the productivity indicator.

For a successful implementation of self-directed team, management of RL should have clearly communicated the goals that they are requiring to achieve from the coordination of their self-directed teams (Fisher, 2000). The company should have clearly stated all the personnel about the relationships and contributions of the individual works regarding the importance of organizational mission and goals. Likewise, a clear structuring of the organization into teams, and assigning each of them with their individual responsibility would have helped the company in the achievement of their desired objective.  It is important to design such an organizational system that encourages work in a proper environment for better and smooth organizational function. The effective communication between the individuals regarding their goals would only be possible if the organizational structure is not too much complex (Brounstein 2011). Furthermore, there should be an effective relationship among managers, leaders, and strategic management as this would have great influence on the overall working of a self-directed team.

6.     Conclusion

It can be observed from the above discussion that the self-directed teams have proved to be the most effective tool for enhancing the productivity and staff morale. However, numerous areas need assessment at RL Wolfe before implementing such type of framework. It was observed that the productivity at the organization accelerated but there are certain aspects that need focus for achieving the high objectives established by the management of RL Wolfe.

Moreover, the considerations should be given while implementing the program to request new ideas out of team members and encourage them to become expertise of their own ideas for creating the ownership from conceptual phase towards accomplishment. Along with it, the awareness of employees should be increased regarding production rates and targets through team meetings, information boards, and emails. This strategy can permit the employees to be well aware about the production rates and targets for their teams so that they can sense the urgency of any task to complete the target assigned. 

The management of RL Wolfe should provide a mechanism for receiving the feedback from the workforce for enhancements in any area of the organization. Moreover, the schedule for team building exercises for the teams also facilitates in increasing the efficacy and efficiency of the teamwork. The management of the RL Wolfe should also schedule a family day for the team members for get-togethers in order to develop the companionship among the members of the teams. All the illustrated ideas in short can develop and put together to the teams in such a way that the teams of RL Wolfe can determine the best strategy for implementation.


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