The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization.
Paul Hersey, Professor
One of the effects of having fewer bosses is that more of us are self-managed or are part of self-managing teams. These are confusing and bring many wrinkles into a job.
Chances are you may be in one or several. Self managed teams are also composed of self directed individuals who accept responsibility for developing schedules, managing quality, controlling costs, upgrading worker skills, assigning work, improving process performance, focusing on results, and ensuring stakeholders are satisfied. Many job classifications are replaced by one work classification. The work environment is open and friendly. Time clocks are eliminated. Compensation is based on pay‑for‑knowledge so people are paid based on training, experience, knowledge, and value-addition.
Some organizations are now structured in self-managed teams. In self-managed teams, members constructively participate in finding answers to problems that directly affect them. No one knows better how to improve product or service quality than people directly involved with the activity. Self-managed teams allow people to control their jobs.
Team members may interview, hire, review, correct, and train you. Peer group support, approval, and pressure can be immense. Why? You don’t want to let your friends and team members down.
Life Lesson Earned: Teaming is not for everyone. In lots of workplaces, the team is your boss. With the delaying of organizations, you may have to get used to it.