Chevron self managed teams

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Explain why Chevron was so successful in implementing these self-managed work teams.

There are a number of consistent elements woven throughout the structure, culture, system and processes of highly successful companies. Central to this success is the development of self-managed teams. Working in teams, employees are highly motivated; create new ideas, manage defined areas of responsibility, develop and implement action plans for continually improve company performance.

Members of successful teams pride themselves in their work and continually strive to Improve themselves and their team. Absenteeism, work related injuries and quality defects decrease and employee enthusiasm, housekeeping, productivity and customer satisfaction increase.

http//techrepublic.com.com/5100-614_11-505684.html Help with essay on Chevron self managed teams

First, a little background

When people work on a team, they can become more motivated and enthusiastic, develop new ideas to improve group performance, and assume greater responsibility in putting these plans into action.

Self-managed teams are a specific type of team that maintains a high degree of collaboration, and manages itself, with the goal of becoming a very high-performing team. In self-managed teams, trust grows among the team members as work progresses, and they become motivated to accept more difficult challenges. The focus in these types of groups is on performance, as well as on teamwork. Their success requires strong personal and company commitment, skills development, and support from team members and management.

Coaches replace supervisors

When companies implement self-managed teams, they shift their focus from the concept of "supervisors" to "coaches." While a supervisors role is to make decisions and instruct team members in how to tackle any situation, the role of a coach is to guide team members and help them improve their decision-making skills through experience. Thus, the skills expected of coaches are quite different from those of supervisors. Their responsibilities shift from getting work done to developing the capabilities of team members. This is done by encouraging discussions, asking questions, and providing explanations to raise the teams level of thinking.

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The Importance Of Leadership

Successful change begins with commitment, vision and involvement at the top.

"There is no 's in pipeline. We are becoming one system," declared Brian ONeill, who recently retired as president and CEO of Williams Gas Pipeline, as Williams brought the Transco, Kern River, Northwest Pipeline, Central and Texas Gas pipelines together in the past few years to form one of the largest natural gas systems in North America.

The corporate challenge was to preserve the rich employee operating culture of each system, while creating consistent procedures system-wide, so people and materials resources could be easily shared from location to location.

"Our goal was to maintain flexibility, but achieve sufficient unity so that an employee in New Jersey could travel to Idaho and find a consistent management style and approach to problem-solving," ONeill explained.

"We recognized that sharing best practices and implementing change was going to take time," said Cuba Wadlington, Jr., who took over as president and CEO of Williams in January. "New revenues or reduced cost savings were not going to come from one or two big ideas or windfall profits. They were going to come from the collective impact of hundreds of contributions, both large and small, from throughout our organization."

Senior leadership actively participated in the performance improvement process. They identified and measured core day-to-day activities and tracked their progress toward reaching company goals. Their scorecards were posted for employees to see the measurable results. They participated in business review meetings and practiced delegation and recognition techniques they learned in leadership training.

Smart companies recognize that leadership exists at every level of the organization.

"Upper management is at its best when it can eliminate organization obstacles and get out of the way to let your natural leaders take over in the field," noted Garry Mihaichuk, president of gas transmission at TransCanada PipeLine.

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First, a little background

When people work on a team, they can become more motivated and enthusiastic, develop new ideas to improve group performance, and assume greater responsibility in putting these plans into action.

Self-managed teams are a specific type of team that maintains a high degree of collaboration, and manages itself, with the goal of becoming a very high-performing team. In self-managed teams, trust grows among the team members as work progresses, and they become motivated to accept more difficult challenges. The focus in these types of groups is on performance, as well as on teamwork. Their success requires strong personal and company commitment, skills development, and support from team members and management.

Preparation

All self-managed teams need training to prepare them to work in this new paradigm. A very common mistake is to throw people into a self-managed environment without adequate preparation. This results in chaos, frustration, and paralysis. The best time to offer training is when the team is initially being formed, and then on an ongoing basis when the team encounters situations it cant handle. The initial training should give the team a good start, but the company should be prepared to offer ongoing training as it is required.

Of course, the team cant be trained in every possible contingency. One of the objectives of a self-managed team is that its members be flexible enough to resolve unforeseen problems when they occur. No amount of training and planning can bring perfect results. Unforeseen problems will certainly arise, and the team must be prepared to invest adequate resources and energy to work through all impediments.

Coaches replace supervisors

When companies implement self-managed teams, they shift their focus from the concept of "supervisors" to "coaches." While a supervisors role is to make decisions and instruct team members in how to tackle any situation, the role of a coach is to guide team members and help them improve their decision-making skills through experience. Thus, the skills expected of coaches are quite different from those of supervisors. Their responsibilities shift from getting work done to developing the capabilities of team members. This is done by encouraging discussions, asking questions, and providing explanations to raise the teams level of thinking.

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