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occur. Top management must be a part of the change and fully support it. Communication is the key to implementing and maintaining teams. Your company has to be willing to share all types of information, includ- ing financial results, so teams feel they can have an impact on the company’s overall performance. Names of job positions must be


changed from employee to something like associates, supervisor to coach. External titles like Chief Operating Officer and Chief Executive Officer are maintained but internally they should be called advisory associates or leaders of their work area. An emphasis on training and com-


munication will help alleviate fear. Training supervisors to be coaches and teachers is critical. In many ways, their performance is more important than ever. If the coach does not buy into the team philosophy, the team may fail. Develop an environment of trust


by eliminating time clocks. Allow employees to enter their time on a computer system and trust them to enter work hours accurately. Empower teams to have full control of their work area and work toward self-direction. Te supervisor does not set hours and scheduling, the team does this work. Ditch piecework systems and implement a gain-sharing program. Piecework focuses on the individual performance, not the team. When team members share in gains from their performance, it fosters an all-for- one, one-for-all environment. Develop compensation systems


to pay for team performance. Some examples are profit sharing, quality performance bonuses, and skilled wage programs. Allow team members to train for all positions in a work area. Tis will help associates improve their skills, reduce boredom and monotony and help them understand other positions besides their own. Pay for knowledge and skills, not longevity. Every associate should have equal chances to make it to the top of their wage range based on their perfor- mance. Te performance evaluation process is critical to team manage- ment. Perform 360-degree evalua-


Fig. 1 summarizes how associates feel if they are in a team culture.


tions so input is obtained from the associates that you work with and work for, and the next person down the line. Also make sure that qual- ity, safety, and team interaction are included in evaluation criteria. Allow teams to make decisions about the hiring process. Team members should be included in the interviewing process and part of final selection. Hiring for positions in a team culture can be time consuming because many people possess good technical skills but do not have the skills to perform and excel in a team environment. But investment and input in the hiring process will help foster the culture as all will have input into the final decision. Each work team or cross func-


tional team should have its own purpose statement and team expec- tations. Te following are examples of some general expectations of a team member: • Agrees on the team’s expected outcome.


• Clearly committed to the team’s goals and understands why he or she is on the team.


• Accepts assigned responsibilities and commits to help with whatever actions need to be take in order to secure team success


• Has respect for others, does not have a hidden agenda for fellow members, and agrees to freely share opinions and ask questions.


• Provides access to whatever infor- mation the team requires when it is needed in order to accomplish the team’s objective.


• Builds and maintains trust with other members in order to achieve the team’s purpose.


• Feels he or she can make a differ- ence with his or her contribution.


• Supports decisions made by the team. It’s also important for man- agement to accept these decisions.


• Manages internal team conflict effectively to produce a win-win outcome.


• Maintains a dual focus of both September 2016 MODERN CASTING | 25


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