A Self-Directed Team (SDT) is a fairly new management reform in India. It is gaining more magnitude among the corporates aiming at generating desired results through employee empowerment. This article highlights the maturity level of members in a self-directed team and identifies the flaws in the functioning of SDT. The article is a project evaluation research in nature wherein the functioning of 60 SDTs has been evaluated. The study concludes that quality and low cost are effectively attained through SDTs but deployment causes lack of consistency in SDTs.

Planning, organizing, directing, monitoring and controlling the work has undergone remarkable changes over the years. The concept of participative management is gaining momentum. Programs like employee involvement, workplace democracy, TQM and quality circle were introduced but failed to generate the desired results. This has caused a paradigm shift in the working pattern of most of the organizations. Nowadays, employers are empowering employees by giving them wide range autonomy and freedom coupled with capability to act like managers. This new approach is well-known as self-directed team. It would not only upkeep the morale of an employee but also improve productivity and quality.

A Self-Directed Team (SDT) consists of 6-18 members working together in a functional area who are responsible for a particular service or unit of production. Team members are trained in all skills required for the area of performance and have the authority to plan, implement and control the work. The team is jointly responsible for output, productivity, quality, service rendered and cost, and monitors the team performance with the predefined objectives. A facilitator or team leader, who is a working member, coordinates accordingly. The leaders position keeps on rotating amongst the members. The leader is responsible for helping the team to achieve the goals, solve problems and make decisions.

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