From the book "From sacred cows they make the best hamburgers", the chapter "Administration by Adultery" stands out, in which it is recommended that companies should be run with adults and by adults, unfortunately we treat many of our employees as children of "kindergarten".
We hire adults who:
- They choose presidents, they run their families, they make decisions about the future, their friends ask for advice, their children and grandchildren recognize wisdom and experience, they are community and / or religious leaders.
But in the works:
- They have to ask permission even to go to the bathroom. If they speak they are scolded. When they give an idea, they are not paid attention. They are not allowed to do what they have not been ordered. If they make mistakes they have to give long and fearful explanations. In short, the bosses "adopt" them as children…
Labor administration has its origins a long time ago, and it took its peak when Dr. F. Taylor responded to a poorly educated workforce, different languages, through scientific labor administration, which was later retaken by Alfred Sloan and take it to the railroad system.
Some companies in the United States and in other countries considered the need to make a change in the way of administration, where Taylor's followers stated that some were the ones who thought others were the ones doing and others were the ones who were watching those who they did, in what became known as the division of labor.
It is in this panorama that around 1965-70 companies such as Procter & Gamble, began in the concepts of self-direction and that later in the mid-80's what is known as Self-Directed Cells took hold. Currently at least 25% of companies try some form of Self-Direction due to the support that authors like K. Blanchard gave with the “empowerment”.
In England, in the 50's in the coal mines the first Socio-Technical Teams were formed where the personnel helped each other, thereby obtaining greater productivity and control of work, it was the best way to respond to changes in the environment and market while having a more satisfied staff.
In Sweden, something similar happens in the Volvo plant where teams responsible for assembling complete cars are developed, with which cost reductions of up to 25% are achieved, which also achieves an improvement in team morale.
In Japan in the late 70's "Quality Circles" appeared, with the purpose of improving both Quality and lowering Costs. This led them to enter and become leaders in many markets, mainly with household appliances and the automotive sector. These examples allowed us to assess and know the contributions that the staff could provide, as well as to better understand what teamwork was, but with some problems, such as temporary, and also that many ideas stayed in circles for what little power they had to implement them.
Self-directed cells
The answer to these problems is born in what is known as Self-Administration sustained in two words: “Empowerment” and “Accountability”.
The EMPOWERMENT: Consists of giving the line personnel, the "authority" to carry out their work and ACCOUNTABILITY, consists of "responding" for the careful use of resources, so that a competitive advantage is achieved.
Between both concepts, what is known as SELF-DIRECTED CELLS is formed, the definition of which says: “A team of collaborators with sufficient“ authority ”to be able to“ respond ”to an entire work process, which provides a product or service to an internal or external client ”.
Cell characteristics:
- Compact group that generally works together, it is not a group that is formed for something specific. In the team there is a sense of belonging throughout the process. It has received authority and responsibility for various administrative functions, such as:
- Plan, control and improve your processes. Set your goals and inspect your own work. Make your schedules and evaluate your performance. Coordinate work with other departments. Frequently prepare and control your budget. They usually make requisitions, manage inventory and negotiate with suppliers.
- The members of the team become the maximum responsible for the quality of their products and services. Although there is not a defined quantity, the majority ranges from 5 to 15 people. The members of the cells know the Mission and vision of the company, objectives and values.They know what their raison d'être is and what it is up to them to contribute to the company.They are characterized by multifunctionality, teamwork, problem solving, decision-making, and the management of interpersonal relationships.It is given as much authority as their own responsibilities. They make team decisions, control daily activities. The supervisor monitors and only in necessary cases makes decisions. They plan and schedule their work, administer the materials and human resources of their cell and monitor their management.
More and more companies are adopting this way of managing due to the great benefits it brings to both the company and its collaborators.
Bibliography
- Blanchard K., “Empowerment”, Editorial NormaWellins R., “Empowermed Teams”, Jossey Bass PublishersPasmore W, “Developing Self Managing Work Teams”, Compensation & Benefits ReviewParker G, “Cross Functional Teams”, Jossey Bass PublishersPalom, J. "How to Organize High Performance Teams", Nelson R, "Empowerment Employees Through Delegation"
