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High-Performance Work TeamsThe University of Michigan's Building Services was the first department to implement self-directed (now called high-performance) work teams within a university custodial operation.From its inception in 1993, Building Services anticipated several benefits for the University, which have exceeded the initial expectations. The anticipated benefits included: employee empowerment, increased productivity while improving quality service and a quick response time, increased customer satisfaction, and reduced overhead costs with regards to pending budget reductions. The clients served by a team-based organization experience tremendous benefits from this service philosophy. Teams respond quickly to client needs and emergencies and work efficiently while building positive relationships with their customers. High-performance work teams enhance customer satisfaction which strengthens customer loyalty. There are also significant benefits for employees who participate on a team. Employees at every level desire to be part of the decision making process. They want to participate in leadership and feel that they are making a worthwhile contribution. They want to learn, grow, and explore new horizons. They want to feel like they "belong" and that someone is counting on them. At the University of Michigan, we have learned that a high-performance team paradigm fulfills all of these employee expectations. In addition, the institution and stakeholders receive many other indirect benefits with regards to efficiency and financial stewardship. Team members are cross-trained and more effectively "cover" for each other during employee absences. Team members help and support each other, train new members, use synergistic methods for decision making, and pursue continuous improvement and service quality. Team members pursue high-performance goals and high standards which are generated from within the dynamics of working together. In the early 1990's, the concept of self-directed teams, was just beginning to surface as a result of the total-quality movement. However, the concept had not been tested or experienced within the service industry and many were skeptical that it could succeed. Nathan Norman, Director of Building Services, began this new and innovative program in 1993 when he established the first team within Building Services, the Customer Response Team. This team was, and still is, responsible for emergency response, yearly carpet cleaning, and customer-paid specialty services such as window washing, mold removal, wall washing and upholstery cleaning. The team concept, which was established and developed within this first team, was very well received by both the employees within the department and within the entire campus community. The reception was so positive, that this first team became the launching pad for a total team paradigm which has now expanded to the present number of 51 teams utilizing the professional resources of 390 custodians in the department.
Building Services used the Seven Habits of High Effective People as the foundational training curriculum for relationship building and team growth and maturity. Therefore, the department has established three levels of growth that the teams work through as they move to new levels of maturity. The three levels move from the lowest, or Dependent, to the middle level, Independent, to the highest level of maturity, Interdependent. The criteria used to determine if a team has reached the Interdependent level is listed below. Interdependent Teams
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Content modified: March 2006
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