Self-Managing Teams and their application value in today's organisations

Self-managed teams, empowered to control and organise their work, operate with considerable discretion, making decisions on goals, work processes, internal performance, and problem-solving. In contrast to hierarchical teams, self-managed teams share leadership roles and focus on supporting, setting standards, monitoring achievements, and facilitating communication. The core concept involves delegating responsibilities and decision-making authority to the team rather than relying on positional authority. The benefits of self-managed teams include increased motivation, improved performance, and strategic leadership by team leaders. Based on Huszczo’s research, Howell highlights their role in providing stimulation, generating high-quality solutions, fostering organisational involvement, and supporting leadership skill development. However, challenges such as difficulty in implementation, potential resistance, and the need for effective team management and training can arise. While self-managed teams offer significant advantages, successful implementation requires addressing potential pitfalls and fostering a culture conducive to their operation. The objectives of the nugget are:

-Equip the learner with knowledge about the essential characteristics of self-managed teams
support the learner to become aware of similarities and differences between hierarchical teams and self-managed teams
-Support the learner in acquiring the skills to take advantage of self-managed team’s benefits and prevent potential problems