The Effectiveness of Self-Managed Work Teams in Government Organizations

Yang, Seung–Bum; Guy, Mary E.

doi:10.1007/s10869-010-9205-2

Cited by 33 publications

(33 citation statements)

References 20 publications

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“…Moreover, in limited contexts, scholars have analyzed how working on self‐managed teams influences public servant satisfaction and organizational performance (Kalliola ). In one study, Yang and Guy () use a survey of U.S. city government employees to describe how those assigned to such teams exhibit superior levels of self‐reported esprit de corps and perceived goal attainment.…”

Section: Rule Timing Durability and Organizational Designmentioning

confidence: 99%

Organizational Process, Rulemaking Pace, and the Shadow of Judicial Review

Carrigan

Mills

2019

Public Administration Review

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Scholars have long understood that structuring internal work processes into more hierarchical or teambased arrangements has consequences for organizational outputs. Building on this insight, this research examines the relationship between how agencies organize their rulemaking routines and the resulting rules. Tracking the job functions of rule contacts for economically significant rules proposed over a four-year period, the analysis demonstrates that expanding the breadth of personnel types closely involved in a rulemaking is associated with a reduction in the time it takes to promulgate the rule. However, increasing the pace at which rules are finalized is not without cost, as those completed faster appear more likely to be overturned when challenged in court. The article not only adds another dimension to empirical scholarship studying rulemaking, which has largely focused on how forces originating outside the agency affect rules, but also suggests the importance of considering competing priorities in designing rulemaking processes. Evidence for Practice• While most agencies that promulgate rules incorporate the perspectives of a diverse set of employees, including subject matter experts, economists, and attorneys, they differ significantly with respect to when in the rulemaking process these varied viewpoints are consulted. • Rulemaking processes that emphasize team-based structures, in which relevant perspectives are included from the beginning, typically produce rules that are promulgated faster than hierarchical structures, in which rules are primarily written by the program office and subject to later approval by other groups in the agency. • Rules that are finalized more quickly appear more likely to be overturned when challenged in court, suggesting that a trade-off exists in using team-based organizational designs compared with more hierarchical approaches. • Consistent with findings from studies in other organizational contexts, the noticeable differences in the timing and character of rules emanating from regulatory agencies using more team-based approaches are contingent on fostering a greater breadth of competencies among core group members. • In contrast to the procedural requirements that agencies face, such as notice and comment and executive review, agency and departmental leadership typically have great latitude in structuring rulemaking processes in their organizations, suggesting a promising lever for managers to affect rulemaking outputs.

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Section: Rule Timing Durability and Organizational Designmentioning

confidence: 99%

Organizational Process, Rulemaking Pace, and the Shadow of Judicial Review

Carrigan

Mills

2019

Public Administration Review

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“…Self-organization in work environment (toward self-organised work teams -SOWT) Yang & Guy (2010) are defining self-managed work teams (SMWT) as relatively independent work teams whose members share responsibilities and leadership activities to perform independent tasks. The basic characteristics of SMWT can be described as: (1) independent tasks (Kirkman and Shapiro, 1997), (2) independent decision making (Wellins, 1992;Magpili & Pazos, 2017), (3) shar-ing common responsibilities (Wall et al, 1986), and (4) shared leadership (Hackman 2002;Nahavandi and Malekzadeh 1999).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Nowadays, an increasing number of organizations are trying to organise their hierarchical management structure towards more horizontal one, as an answer to employees' requests for a more flexible and cooperative working environment, allowing for work to be done more effectively and with better care. In the last decades, the most commonly used practice has been that of teams or work groups (Yang & Guy, 2010). Even the most recent work teams innovations are "team-buildings" and self-management.…”

Section: Introductionmentioning

confidence: 99%

Reinventing Organizations: Model of Self-Organized Process Organization (SOPO)

Kopina

2019

Organizacija

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Background and Purpose: Self-organization in teams and Business Process Orientation have been subjects of many separate researches, yet there is lack of research actually joining it within a common research. The purpose of our research is to define a research model for new type of service organization - called SOPO (Self-Organised Process Organization). This model sets research base to determine SOPO’s maturity level and a self-assessment tool, helping new emergence or transitions of existing organization toward SOPO. Methodology: We conducted a case researches in three ICT service companies, which were undergoing a transition process towards SOPO. We conducted several in-depth, un-structured and structured part of interviews with employees holding three different positions in each organization. Hereby we present the researched organisation with most explicit case. Results: We defined the key elements of the model and tested it in a case research. Key elements are Self-Organised Work Teams (SOWT) and Business Process Orientation (BPO). Both SOWT and BPO are positively affecting level of SOPO. Level of SOPO is positively related to both, enthusiasm of personnel to work in self-organised environment and perceived Quality of Service (QS). Conclusion: SOPO model can be used: (1) in existing companies as a blueprint for SOPO implementation, (2) to assess the maturity level of companies reinventing their organizational structure, and (3) helping SOPO organizations to structure changes toward higher service quality. SOPO model is a viable starting point in further research. Further verification of the SOPO model by a quantitative research is needed.

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“…Self-managing teams are non-hierarchical groups of individuals with different and complementary experience and knowledge. Yang and Guy (2011) defined a self managing team as a "relatively autonomous work groups whose members share responsibility and leadership to accomplish their independent task. Their objective is to develop a type of collective knowledge that requires the pooling of individual knowledge (Grant, 1997).…”

Section: Innovative Teamsmentioning

confidence: 99%