How to successfully implement self-managing teams | The Oxford Review

How to successfully implement self-managing teams

Research Briefing

Keywords: leadership, management, teams, self-managing teams

An increasing number of organisations are turning towards more autonomous working methods within the workplace, including implementing self-managing teams. A number of previous studies found that self-managing teams are more responsive, flexible, make clients and customers happier and more satisfied, more effective and efficient and help to make the team members more proficient, happier and competent. Further, a number of studies have also found that self-managing teams tend to be more cost effective than normal hierarchical teams.

Self-managing teams

The idea of a self-managing team has arisen in a number of guises over the years:

  • Autonomous work groups
  • Shared leadership groups and teams
  • Self-directing teams
  • Self-regulating groups
  • High autonomy teams

However implanting self-managing teams is no walk-in-the park. This research briefing looks a new study which shows what it takes to successfully implement self-managing teams. A must read research briefing for anyone interested in team development.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.