Leading self-directed work teams: a guide to developing new team leadership skills
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
McGraw-Hill
1993
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 263 S. Ill., graph. Darst. |
| ISBN: | 0070210713 |
Internformat
MARC
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| 100 | 1 | |a Fisher, Kimball |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Leading self-directed work teams |b a guide to developing new team leadership skills |c Kimball Fisher |
| 264 | 1 | |a New York [u.a.] |b McGraw-Hill |c 1993 | |
| 300 | |a XXIII, 263 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Organisations - Teams - Management | |
| 650 | 4 | |a Leadership | |
| 650 | 7 | |a Management |2 gtt | |
| 650 | 7 | |a Teamwork |2 gtt | |
| 650 | 4 | |a Équipes autonomes (Sociologie du travail) | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Self-directed work teams | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-007189397 | ||
Datensatz im Suchindex
| _version_ | 1804125245788913664 |
|---|---|
| adam_text | Contents
Foreword xv
Preface xvii
Acknowledgments xxi
Part 1. A New Kind of Leader for a New Kind
of Business Environment
1. Bosses Who Don t Boss 3
Empowerment Is the Second Industrial Revolution 3
SDWTs Pose a Challenge to Traditional Management 4
P G Declares SDWTs a Trade Secret 5
Jack s Problem 5
The Changing Workplace 6
Team Leaders Don t Supervise 7
All Traditional Managers Are Supervisors 7
Operations, Management, and Culture Team Leaders 8
Summary 8
2. Self Directed Work Teams: What Are They
and Where Did They Come From? 10
Why Are Organizations Changing? 11
How Are Organizations Changing? 12
People Are the Competitive Advantage 12
Defining Empowerment 13
vi Contents
Defining Self Directed Work Teams 14
SDWT Watchouts 15
SDWTs Outperform Traditional Operations 17
The Origin of Self Directed Work Teams 17
Scientific Management: Strengths and Weaknesses 18
Sociotechnical Systems 18
From Manufacturing to Service SDWTs 19
Summary 19
3. Team Empowerment: Passing Fad or the Future
of Work Design? 21
SDWTs Have Been Here for Decades 21
SDWTs Work 22
When SDWTs Don t Work 22
SDWT Results 23
SDWTs Are the Probable Future 26
Summary 27
4. The Classic Supervisor Is an Endangered Species 29
The Supervisory Role Is Evolving 30
Why Empowerment Practices Will Continue 30
An Idea Whose Time Has Come 31
Different Business Environments Require Different Organizations 31
Reduced Defense Spending 34
New Social Complexity 35
Changing Work Force Expectations 35
Adapting to Change 36
Technology to Support Empowerment 36
Team Decision Making and Problem Solving Technologies 37
Team Information Systems 38
Information Gathering 38
Information Is Power 38
Technology Substitutions for Hierarchy 39
Technology Helps But Is Not the Whole Answer 39
Worker Participation Is Inevitable 40
The World of Democratic Reform 41
Democratic Reform in the Workplace 41
Summary 42
5. The Transition from Supervisor to Team Leader:
A Rocky Road 44
Typical Transition Problems 45
It Is Difficult for Supervisors at Every Management
Level to Change to Team Leaders 47
Contents vii
Changing to SDWTs Is Harder for Team Leaders Than
Team Members 47
Four Reasons the Transition Is So Difficult 48
Dealing with the Perceived Loss of Power or Status 49
Position Status 49
Dysfunctional Status Symbols 50
Unclear Roles Cause Unnecessary Transition Difficulties 50
The Wingwalker Problem 51
Job Security Concerns Frustrate Supervisory Change 51
Every Team Needs a Coach 52
What Happens When There Are Too Many Supervisors? 52
The Double Standard 53
Successful Team Leader Transition at Kodak 54
Summary 55
Part 2. Building the Foundation for Change
6. The Kodak 13 Room Story: Empowering Team
Leaders 59
Background 60
Management Practices Reflected the Military Background
of the Supervisors 60
An Environment of Trust Is Created 61
The Change Process Begins with Education 61
Operators Become Interested in the Study Group 62
Supervisor Group Empowered to Make Unit Wide Decisions 62
Organization Structured into SDWTs 63
Team Meetings and Training Critical 63
13 Room Declared a Business 64
Results 64
Summary 64
7. Overcoming Common Transition Difficulties:
Four Learnings from the 13 Room 66
Create an Expanded Role for Team Leaders 66
Avoiding the Wingwalker Problem 67
Using Symbols to Reinforce the Changing Team Leader
Responsibilities 67
Develop a Self Directed Management Team 68
Applying SDWT Principles to Team Leaders 68
The Importance of Example and Feedback 69
Manage by Shared Vision and Principles 69
Develop Capability 70
Building Team Leader Capability 70
Building Team Member Capability 70
Training 71
The Importance of Ongoing Learning 71
Summary 72
Part 3. The Power of Values and Assumptions
8. The Visible and Invisible Elements of Team
Leadership 75
Problems with Focusing Only on Actions 75
Situational Leadership Does Not Help Much Either 76
The Role Is More Than a Style of Managing 76
A Model for Discussing the Things You Cannot See 77
Summary 78
9. Theory X Assumptions and Control Paradigm Thinking:
You Can t Get There from Here 80
Our Thinking Affects Our Behavior 81
The Invisible Team Leadership Elements in Action 82
Demonstrated Values Are More Important Than Stated Values 82
Theory X and Theory Y Revisited 83
Theory X in Action 84
We Get What We Expect 85
Theory X Assumptions Can Be Anywhere in the Organization 85
How Theory X Assumptions Become Self Fulfilling Prophecies 86
Try Some Different Assumptions on for Size 86
Work Paradigms 87
Paradigm Paralysis 87
People Who Don t Have the SDWT Paradigm 87
Don t Understand SDWTs 87
Control and Commitment Management Paradigms 88
The Pervasive Influence of the Control Paradigm 89
The Language and Structure of Control 90
Results vs. Control 91
SDWTs Require Commitment Paradigm 92
Summary 93
10. The Values and Assumptions of Team Leaders:
Lessons from the Trenches 95
Published Value Statements 96
Values Must Be Demonstrated 96
Manage by Vision 97
Create Organizational Alignment Through Vision 98
Vision Inspires and Clarifies 98
Vision Helps Teams Self Correct 99
Focus on Customers 99
Everymanager Speaks 100
Institutionalize Continuous Improvement of Results 101
Don t Just Raise the Bar 101
Continuous Learning Is a Social Process 101
SDWTs Are Not a Quick Fix 102
Attributed Values 103
Summary 103
11. Team Leaders Value Teamwork, Authenticity,
Development, and Barrier Busting 105
The Importance of Teamwork 106
Minimize Status Differences to Help Create Teams 106
Mammoth Salary Differentials Get in the Way of Teamwork 106
Get Rid of We/They Distinctions 107
Promote Diversity 107
Show That Work Is Part of Life 108
Concern About Life Balance 108
Be Authentic 109
Develop People 109
People Appreciate Rather Than Depreciate Over Time 110
Eliminate Barriers to Success 110
Team Leaders Work for the Teams 111
Summary 111
Part 4. The Role of the Team Leader
12. The Supervisor vs. the Team Leader:
Sheep Herders and Shepherds 115
Sheep Herding vs. Shepherding Management 117
Sheep Herders Drive Subordinate Flocks 117
Shepherds Lead and Develop 118
Problems with Sheep Herding 118
Shepherds Live in Traditional Organizations Too 118
Summary 119
13. The Role of the Team Leader 120
Team Leader Job Description 121
The Boundary Manager 122
SDWTs Are Open Systems 123
SDWTs Manage Inside the Boundary 124
Team Leaders Manage the Boundary 124
Boundary Management Is a Nontraditional Role 125
Supervisors Taste the Sausage 126
Supervisors Work In the System; Team Leaders Work On
the System 126
Organization Design 127
Infrastructure Building 128
Substitutes for Hierarchy 128
Cross Organization Collaboration 129
Seven Competencies of Boundary Managers 129
Summary 132
14. Essential Competencies for Team Leaders:
Leader, Example, and Coach 134
Acting Like a Leader 134
Leaders as Change Agents 135
Vision: Gotta Have One 135
How Have Leaders Influenced You? 135
Nested Vision 136
Shared Vision 137
A Joint Visioning Process Example 137
Being a Living Example 138
Team Leaders Aren t Above the Law 140
Team Leaders Put the Message in Their Behavior 140
Managing by Principle Rather Than by Policy 141
Coaching Teams 142
Socraric Coaching 143
High Expectations 143
Performance Appraisals Are a Lousy Way to Coach 144
Summary 144
15. The Business Analyzer, Barrier Buster, Facilitator,
and Customer Advocate 146
Analyzing Business 147
Empowerment Without Business Information Is a Sham 147
We Need Better Information Systems 148
What Kind of Information Do SDWTs Need? 148
Institutionalized Methods for Joint Business Analysis 149
Eliminating Barriers to High Performance 149
Quality of Work Life Concerns 150
. Eliminate Unnecessary Policies 150
Facilitating Skills 151
How Do You Facilitate? 152
Training 152
Career Development 153
Customer Advocacy 153
Team Leaders Develop Customer Empathy 154
Misusing Customer Advocacy 155
Summary 156
16. The Myth of the Marshmallow Manager 157
Team Leaders Are Neither Permissive Nor Passive 158
Marshmallow Managers 159
Why Team Leadership Sometimes Looks Passive 159
The Role Can Look Confusing to Outsiders 160
Team Leaders Aren t Marshmallows 160
Setting Boundary Conditions 161
Good Boundary Conditions Clarify 162
The Natural Consequence of Being Unresponsive to
Boundary Conditions 162
Summary 163
17. The Five Stages of Implementing Empowerment 164
The Cycle of SDWT Maturity 165
The Five Stages of SDWT Implementation 166
Challenges During the Five Stages 167
Stage One: Investigation Challenges 168
Stage Two: Preparation Challenges 168
Stage Three: Implementation Challenges 169
Stage Four: Transition Challenges 170
Stage Five: Maturation Challenges 170
Leadership Tasks During the Maturation Process 171
Summary 172
18. Leadership Roles During the Early Stages of
Team Maturity 173
Investigation Roles 174
Create Bridges to Span the Chasm Between Old and New Cultures 175
Demonstrate Support for the Change 176
Create a Common Vocabulary to Facilitate Communication
and Learning 176
Couple Team Design to Business Changes 176
Preparation Roles 177
Create a Common Vision to Facilitate Change 178
Share Business Information and Line Up Resources 179
Make Technology and Operating Principle Changes 179
Implementation Roles 179
Begin Appropriate Training and Development 180
Summary 180
19. Leadership Roles During the Later Stages of Team
Maturity 182
Transition Roles 182
Managing Skepticism 183
Protecting the New Team 183
Maturation Roles 184
Facilitating Continuous Improvement 185
Summary 186
Part 5. The Team Leader Workout
20. Three Days in the Life of a Team Leader 189
Summary 196
21. A Weekly Activity Guide for Team Leaders 198
Short Runs 198
Communication Skills 199
Communication Topics 200
Team Meetings 200
Meetings as a Substitute for Hierarchy 201
Longer Runs 203
The Speed Workout 203
Running the Marathon 205
Summary 205
Part 6. Common Problems and Uncommon Solutions
22. When Team Members Resist the Change to a
Self Directed Work Team 211
Change Model 212
Clarity 213
Using Simulations to Clarify the New Role 213
Explain the New Team Member Competencies 214
SDWT Role Descriptions Differ Significantly from Traditional
Job Descriptions 215
SDWT Members Make Up Their Own To Do Lists 216
Felt Need 217
People Will Not Change Until They Feel They Need to Change 217
Present a Case for Change 217
Support 218
Make Employment Assurances 218
Pay and Other Reinforcements Need to Be in Sync with SDWTs 219
Organization Structures Need to Be Aligned with SDWTs 219
Financial Reports, Training, and Other Tools Need to Be Consistent 220
Self Awareness 220
Peer Feedback 221
Summary 221
23. Helping Supervisors Change to Team Leaders 223
Change Model Affects Team Leaders 224
Clarity 225
Involve Supervisors in Defining Team Leader Role 225
Not Involving Supervisors Creates a Self Fulfilling Prophecy 226
Supervisors Need to See How Team Leaders Act 226
Felt Need 227
Different Supervisors Require Different Approaches 228
Trailblazers, Pilots, and Intellectuals 228
Late Bloomers and Traditionalists 228
Support 229
Get Rewards and Recognition Systems in Sync with the New Role 229
Peer Networks Provide a Different Kind of Support 230
Use Delegation Schedules to Provide Transition Help 230
Self Awareness 231
Self Aware Team Leaders Admit Mistakes Openly 232
Summary 232
24. Managing Upwards: When You Don t Have the Support
of Senior Management 234
Orderly Top Down Change Is More Fiction Than Fact 235
SDWTs Start with Champions in the Middle of the Operation 235
Change Influencers vs. Change Drivers 236
How Do Change Influencers Act? 236
Vision, Opportunity, and Tenacity 237
Change Influencers Are Politically Astute 237
Case Study 238
Vision 238
Opportunity 239
Tenacity 239
What If the New Boss Is Unsupportive of SDWTs? 239
Being Results Oriented vs. Control Oriented 240
Dare Greatly 240
Working with Resistance from the Senior Levels 241
Commit to the Success of the Leader 241
Make the Deal to Share Feedback 242
No Surprises 242
Make Heroes 243
Summary 244
Part 7. Team Leader Evaluation Tools
25. The Team Leader Litmus Test: Do I Fit As a
Team Leader? 247
26. Assessing Team Leader Effectiveness Sampler 252
27. The Team Leader Survival Guide 255
Things to Remember 255
Things to Do 256
Summary 258
Index 259
|
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| spelling | Fisher, Kimball Verfasser aut Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher New York [u.a.] McGraw-Hill 1993 XXIII, 263 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisations - Teams - Management Leadership Management gtt Teamwork gtt Équipes autonomes (Sociologie du travail) Führung Self-directed work teams HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007189397&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Fisher, Kimball Leading self-directed work teams a guide to developing new team leadership skills Organisations - Teams - Management Leadership Management gtt Teamwork gtt Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
| title | Leading self-directed work teams a guide to developing new team leadership skills |
| title_auth | Leading self-directed work teams a guide to developing new team leadership skills |
| title_exact_search | Leading self-directed work teams a guide to developing new team leadership skills |
| title_full | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_fullStr | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_full_unstemmed | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_short | Leading self-directed work teams |
| title_sort | leading self directed work teams a guide to developing new team leadership skills |
| title_sub | a guide to developing new team leadership skills |
| topic | Organisations - Teams - Management Leadership Management gtt Teamwork gtt Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
| topic_facet | Organisations - Teams - Management Leadership Management Teamwork Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
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