Traditional Team
Manager-led teams require the building of relationships and trust to be successful. Self-managing teams are fast becoming the management practice of choice for organizations that wish to become more flexible, push decision making to the front lines, and fully use employees’ intellectual and creative capacities (Wageman, 1997, p. 1). Business is a constantly changing environment and they must be prepared to adapt accordingly. Although manager-led teams will likely remain the most traditional team used in business because of their advantages, larger more competitive business see the benefits of slowly transitioning to self-managing teams. These teams are very similar in that both use a manager to lead the team, but more responsibility is given to individual team members. Self-managing teams have the ability to increase productivity, quality, saving and employee morale (Thompson, 2011,p. 9). Employees and managers take more ownership in how the team will function and the methods and practiced used to reach the goals and objectives. Businesses may be reluctant to change the structure largely due to cost. The goal of any business is to make a profit and in an increasingly competitive global business environment there is a reduced appetite for change. Having said that those businesses willing to be more creative and implement self-managing teams could benefit as a result. The type of business, size of organization, structure, and