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    Characteristics of self-managed work teams

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    The characteristics of self-managed work teams include the ability of employees to share their expertise with others in the organization, share responsibilities for task among all members of the group, rely equally on fellow team members, and feel empowered to proceed with the project. Most importantly, self- managed work teams must have a common goal that all within the team are conscientiously working to reach. They have a shared mission and established performance standards. It is important that team members trust each other's expertise and work in a manner that lets each employee maximize use of their knowledge and skill to help the team to succeed. Communication is key, and team members must be willing to set performance expectations for each member in order to add accountability (Adams, 2015). Successful self-managed work teams typically have a participative leadership style.

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    //In the contemporary business environment, business organizations are adopting team works for the accomplishment of the aims and objectives; the team process and outcomes are strongly influenced by subgroups. Through this paper, the characteristics of the subgroups and team members are explained //.
    The subgroups consist of different subsets of team members that mainly consists of the degree of interdependence or by the unique form that emerges during the process of team engagement (Carton & Cummings, 2012). One of the main characteristics of the self-managed team members is that they bring expertise with them that enables and facilitates the business organizations to develop and launch a product and to design a process. The team members share the knowledge with the peers and other team members. The self-managed teams in the business organizations need to have a common vision and mission that enables them to succeed (Lussier, & Achua, 2012).

    The subgroups in the organizations are based on gender divides such as the men and women, team learning, social perception, knowledge sharing, and decision making. The concept of typology helps in the identification of various dominant forms which aims to serve the independent properties and interdependence of different formats (Carton & Cummings, 2012). The other characteristics of the self-managed team members is that they require effective team building skills, harmony among the team members is vital for smooth functioning of the business operations, effective communication is also required. Furthermore, self-managed team members are required to share responsibility with each other, motivates the efforts of other team members, take into the various suggestions and ideas from the other peer members and evaluate the performance of the peer group members in an effective manner (Lussier, & Achua, 2012).

    Carton, A. M. & Cummings, J. N. (2012). A Theory of Subgroups in Work Teams. Retrieved July 20, 2015, from http://amr.aom.org/content/37/3/441.abstract
    Lussier, R. & Achua, C. (2012). Leadership: Theory, Application, & Skill Development. New York: Cengage Learning.

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