tailieunhanh - The management bible phần 8

Trong khi đội tự quản lý là thường xuyên nhất được tạo ra bởi một nhà quản lý, khi được cơ quan có đầy đủ và tự chủ, họ nhanh chóng có rất nhiều các vai trò mà thông thường sẽ được phục vụ bởi các nhà quản lý của tổ chức bao gồm cả việc đưa ra quyết định, tuyển dụng và sa thải nhân viên, tạo và quản lý ngân sách , và nhiều hơn nữa. | BUILDING HIGH-PERFORMANCE ORGANIZATIONS 209 informal teams. While self-managed teams are most often created by a manager when given sufficient authority and autonomy they quickly take on many of the roles that would normally be served by the organization s managers including making decisions hiring and firing employees creating and managing budgets and much more. Other names for self-managed teams include high-performance teams cross-functional teams or superteams. The most effective self-managing teams are Made up of people from different parts of the organization. Small because large groups create communication problems. Self-managing and empowered to act because referring decisions back up the line wastes time and often leads to poorer decisions. Multifunctional because that s the best if not the only way to keep the actual product and its essential delivery system clearly visible and foremost in everyone s mind. It s a difficult thing for managers to give up their authority to a team of employees but self-managed teams are becoming more common in today s business world. As they prove their worth the question is less Is there a self-managed team in your future but How soon will you become a member of a self-managed team Empowered Teams Despite all the talk about collaborative leadership participative management and self-managing team real employee empowerment is still rare. How can you tell when a team is truly empowered and when it s not Here are some tell-tale characteristics of empowered self-managing teams They make the team s important decisions. They interview and select their leaders. 210 The Management Bible They invite new team members and remove members who aren t working out . They set their own goals and make their own commitments. They design and perform much of their own training. They distribute and receive rewards as a team. Unfortunately this ideal of empowered self-managed teams is often quite different from the reality. Many employees members