This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management.
The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment.
In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams.
This volume explores and presents challenges that “traditional” organisations experience once they take off towards self-managing organisations - what Laloux (2014) called Teal Organisations. It offers a new roadmap for leaders who are responsible for the implementation of self-managing teams in organisations.
Arvustused
This book examines the transformation in organizations towards self-management teams, team performance, and the organizational and human resources management support they need to work successfully, illustrating that self-managing teams need a new way of organizing, structuring, and leadership in organizations. It discusses self-managing in general and self-managing teams in particular by exploring issues related to opportunities and reasons for working with these teams in modern organizations, focusing on a systematic overview of existing typologies of self-managing teams; the historical literature on self-managing teams since the 1950s; a case of health care teams in long-term and elderly care; the shift in responsibilities of line managers; the governance mechanisms in self-managing teams from theoretical and empirical perspectives; and the changing role of the human resources management function in self-managing teams. -- Annotation ©2018 * (protoview.com) *
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xiii | |
| About the Authors |
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xv | |
| Introduction |
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1 | (12) |
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1 The Concept of Self-managing Teams: History and Taxonomy |
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13 | (16) |
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2 Literature Review of Successful Self-managing Teams |
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29 | (24) |
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3 Healthcare Teams in Long-term and Elderly Care at Livio: A Case Study |
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53 | (12) |
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4 The Relevance of Line Managers in Self-managing Teams |
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65 | (36) |
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5 Governance Mechanisms and HRM Activities in Self-managing Teams |
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101 | (46) |
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6 The Role of Organisational Support and HRM Function in Self-managing Teams |
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147 | (32) |
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7 Discussion and Future Outlook |
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179 | (18) |
| Appendices |
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197 | (64) |
| Index |
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261 | |
Tanya Bondarouk is Professor of Human Resource Management at the University of Twente, the Netherlands. She has been working on the research area of Innovating HRM function, with the focus on Electronic HRM, and has edited a number of special issues in international journals on this topic. Anna Bos-Nehles is Assistant Professor of Human Resource Management at the University of Twente. Her main research interest lies in the role of line managers towards HRM implementation effectiveness, their effect on innovative employee behaviours and their role in the Digital Economy. Maarten Renkema is a doctoral researcher of Human Resource Management at the University of Twente. His PhD research is focused on the link between HRM and Innovation, approached from a multilevel perspective. Currently, he is working on the Human Capital project Innovative Human Resource Management for Employee-Driven Innovation.
Jeroen Meijerink is Assistant Professor of Human Resource Management at the University of Twente. His research focuses on HRM and Value Creation in the Digital Economy. His research is multi-disciplinary in nature and draws on theories and concepts from the HRM and strategy as well as service marketing literatures.
Jan de Leede is Assistant Professor of Human Resource Management at the University of Twente and the owner of ModernWorkx, the research consultancy firm. He is focused on research and consultancy in the field of flexible labour, working times, self-organizing teams, virtual teams and new ways of working.
