Description
Book SynopsisThis 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.
Trade ReviewThis 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) *
Table of ContentsIntroduction Chapter 1. The Concept of Self-Managing teams: History and Taxonomy Chapter 2. Literature Review of Successful Self-Managing Teams Chapter 3. Healthcare Teams in Long-Term and Elderly Care at Livio: A Case Study Chapter 4. The Relevance of Line Managers in Self-Managing Teams Chapter 5. Governance Mechanisms and HRM Activities in Self-Managing Teams Chapter 6. The Role of Organizational Support and HRM Function in Self-Managing Teams Chapter 7. Discussion and Future Outlook Appendix A. Appendix B.
