Self-managed teams - creating an opportunity to grow

Abstract

Every organization worldwide is able to use the opportunity, which are self-managed teams. But the reason of the implementation cannot be just ‘they do it so we also should.’ The decision to change should have strong economic background. Moreover the implementation cannot be started at any time. As author of this thesis is writing there are several positive and negative indicators for converting into teams. If any of negative exists in our organization we should think about the change one more time. It will be better when we eliminate that negative factor and than when few positive signals are present we can plan the toward-team implementation. We should also take for the consideration that it is not only team change. Whole organization must change if we want to make success. We start from creating new realistic vision, cultural values, and communication patterns. Also leadership approach and even job titles must be changed. There is one think that will occur surely. Associates’ resistance. It seems to be ordinary reaction for any change but not every manager realizes it. Conciseness of that fact allows us take an action in advantage. The crucial role is played by information. Good information system and top management commitment can make the resistance smaller. The improvements made in team-based organizations are tremendous.