Steps of decision making in the self-managing teams
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There are four steps to consider when transforming your organization to a self-managed one:
1. Personal leadership
Self-management is more likely to appeal to individuals with an entrepreneurial spirit and a strong sense of intrinsic motivation. As you begin the transition to self-management, be prepared for resistance and resignation from those employees who prefer to work under close direction from management. Personal leadership starts with the enthusiasm for getting out of bed to reach one's purpose in life; and self-managing is about the ability to take initiative and be accountable for the added value you have in line with the organization's purpose.
2. Organizational culture and core values
A new culture will begin to take shape but trying to fix it on paper will also be contradictory. However, you'll need to work with your people to create an open work atmosphere founded on trust and independence. Self-management will on thrive when leaders trust in the contribution, knowledge and abilities of their people. Employees will also have to think of ways to make their colleagues feel appreciated.
3. Processes and structure of the organization
All your ICT processes and ways of working will need to be reviewed. Will your current processes work in the new culture? Is your organization equipped to follow agile work models? Avoid implementing new processes because it's fashionable; do so because it adds the most value for your customer.
4. Feedback
A feedback culture should be at the core, not only during the process of change, but also as a tool for measuring and improving performance in the absence of managerial layers. This is crucial if you work together in self-directed teams. Managers won’t be barking orders, or giving reviews, or directing tasks. Giving and receiving feedback is and remains complicated. Your employees will grow faster and with more direction if their work contribution, ability to collaborate and add value is measured and guided by their colleagues.
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1. Personal leadership
Self-management is more likely to appeal to individuals with an entrepreneurial spirit and a strong sense of intrinsic motivation. As you begin the transition to self-management, be prepared for resistance and resignation from those employees who prefer to work under close direction from management. Personal leadership starts with the enthusiasm for getting out of bed to reach one's purpose in life; and self-managing is about the ability to take initiative and be accountable for the added value you have in line with the organization's purpose.
2. Organizational culture and core values
A new culture will begin to take shape but trying to fix it on paper will also be contradictory. However, you'll need to work with your people to create an open work atmosphere founded on trust and independence. Self-management will on thrive when leaders trust in the contribution, knowledge and abilities of their people. Employees will also have to think of ways to make their colleagues feel appreciated.
3. Processes and structure of the organization
All your ICT processes and ways of working will need to be reviewed. Will your current processes work in the new culture? Is your organization equipped to follow agile work models? Avoid implementing new processes because it's fashionable; do so because it adds the most value for your customer.
4. Feedback
A feedback culture should be at the core, not only during the process of change, but also as a tool for measuring and improving performance in the absence of managerial layers. This is crucial if you work together in self-directed teams. Managers won’t be barking orders, or giving reviews, or directing tasks. Giving and receiving feedback is and remains complicated. Your employees will grow faster and with more direction if their work contribution, ability to collaborate and add value is measured and guided by their colleagues.
Please mark as brainliest
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