Self-managed teams combine the qualities
of both formal and informal teams. Self-managed teams are usually created by management.

However, they quickly assume the traditional role of the manager in the
company. They make decisions, hire and fire employees, develop, approve and
control the budget and much more. Self-managed teams are sometimes also called
high-performance teams, cross-functional teams or super-teams.

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The most effective self-managed
teams are characterized by such characteristics:

·     
They
consist of representatives of various departments of the organization.

·     
They
are small, because otherwise, they may experience communication problems.

·     
They
have sufficient authority for independent decision-making, because the
coordination of decisions with senior managers often leads to a waste of time
and a decrease in the quality of the final solution.

·     
They
are multifunctional, because this is the best way to ensure the transparency of
the entire production and delivery system in the eyes of each employee.

Managers find it difficult to transfer
important powers to someone else, but self-managing teams are becoming more
popular in the modern business world. Therefore, the question is not whether
the self-governing teams will be widely used in the future, but how soon this
will happen.

In my research and review of the
recent data, I do not find that self-managed teams are associated with
employment reductions. This assumption might be outdated or based on data from
the early days of adaption of high-performance workplace practices.

In the modern world, the
self-managed teams are time-tested, proven and here to stay. A large number of
companies is moving in this direction because the data on why you should do
this is irrefutable.

Self-managed teams are how many
respected organizations achieve financial success and brand loyalty today. The
presence of a team that can manage itself in terms of productivity, quality,
innovation, customer service, and profitability, adds immense value to any
business.

That is why, despite the fact that
these types of teams take a long time to establish and need a business owner
and management support for their success, they are the latest trend in human
resources strategies.

Job rotation as a model of work
design consists of moving an employee from one job to another and, accordingly,
enabling her to perform more diverse functions. In this sense, the rotation of
the work is very closely related to the model of expanding the scale of work,
since it is based on the addition of various tasks in order to increase
interest in the work being performed.

In the case when all the work in
the organization is uninteresting, their rotation does not help much. So, for
example, moving the worker on the conveyor from screwing bolts on the bumper to
screwing the bolts on the wheels, the company is unlikely to achieve a
noticeable effect. Usually, the rotation of the work is successful if it is
part of a larger redesign of work in the framework of models such as enrichment
of work and the socio-technical system dealing with qualitative parameters of
work (complexity and relationships). Rotation of work also gives an effect as a
method of education and training of personnel, especially those in managerial
positions.

Whatever the style or purpose of
the rotation of employees, it must be competently organized, and not a
spontaneous process.

In order for personnel rotation to
have a positive impact on the development of the company, it must be
interconnected with other high-performance processes of work with personnel –
evaluation, training, adaptation in a new place. When done correctly it’s easy
to see why such a practice can lead to increase in company performance and
decrease in downsizing.