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Self managed work teams
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Self-managed Teams In the article titled Self-Managed work Teams there were several points and examples on how self-managed work teams are formed and operate. The principle behind this article spanned several questions about the operation and success of the idea of self-managed teams. This example from Chevron’s Western Production Business unit, demonstrates the benefits of maximizing human resources mixed with technology and other resources. Chevron initially formed this type of a team in order to foster teamwork, increase the involvement of their employees, and cultivate the empowerment of their employees. In order to accomplish this task, team members must possess several skills. The perfect mix of technical skills, flexibility and cooperation makes a team. Not only that, the success of these types of work teams such as in the case of Chevron depends on the performance of what they accomplish throughout their task. Self-managed work teams helped cultivate the success of some of the largest companies in corporate America today by improving the level of turnover and abseentisim. By streamlining job classifications and improving the relationships with unions these self-managed work teams were more than an improvement, they were a revolution. Initially Chevron experimented on the idea of these self-managed work teams to improve the cooperation between teams but also to utilize their resources in the most efficient manner. “The small asset team structure ownership at the micro level instead of at the macro level, resulting in duplication of work processes and poor utilization of resources.” (Attaran,3).
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