Result Responsible Team
Responsibilities in the lower part of the organisation
Van Hall Larenstein has chosen to use result responsible teams to operate in its organisation. Every educational programme has such a team, containing inside knowledge relating to content. In accordance, this is where the responsibility should lie for developments in substance of education and research. These teams, with their responsibility for end results, form the basis for the direction and character of Van Hall Larenstein. This goes for both individual responsibility as well as a joint responsibility of the team.
A team that functions well is capable of solving many questions by itself. This also has impact on the role of a manager, for example while monitoring the solution of a team in relation to framework directives. For an organisation to function properly, the interaction between result responsible teams and the manager is crucial.
Diane Keizer, member of the Executive Board, phrases the essence of working with result responsible teams as follows:
'As university of applied sciences we are an assemblage of highly trained professionals that all have their own qualities and professionalism. The challenge is to get these unique individuals to work together to their best capabilities. We chose to put the responsibilities as low in the organisation as possible. This way all employees get the maximum opportunity to develop themselves within their own expertise and possibly even excel.'
'It is a fact that a group can handle more responsibility than each separate individual. In a good team a synergetic effect can be reached. This way a group is more than the sum of its parts. This effect, and excelling employees is what we wish to accomplish by choosing to work with result responsible teams.'
Peter van Dongen, president of the Executive Board, adds:
'Besides teams and responsibility, there is the crucial term 'result'. We are convinced that noncommitment does not work. People are basically ambitious. They want to get somewhere, reach targets. These targets or results have to be made explicit, and planned and realised in a proper division of tasks within the team. What and how much do we do now, and what later?
Teams can be addressed according to the agreements they made about the results. In this process the managers are responsible for the counselling and monitoring of their teams. The teams will then keep moving forward together, using structured improvement cycles.'