Organisational roadmap towards Teal organisations /
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...
| Main Authors: | , , , , , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Bingley :
Emerald Publishing Limited,
[2018]
Bingley, UK : 2018 |
| Edition: | 1st ed |
| Series: | Advanced series in management ;
v. 19 Advanced series in management v. 19 |
| Subjects: |
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| 100 | 1 | |a Bondarouk, Tanya, |d 1967- |e author | |
| 100 | 1 | |a Bondarouk, Tanya, |d 1967- | |
| 245 | 1 | 0 | |a Organisational roadmap towards Teal organisations / |c Bondarouk, Tanya, Anna Bos-Nehles, Maarten Renkema, Jeroen Meijerink, Jan de Leede |
| 250 | |a 1st ed | ||
| 250 | |a First edition | ||
| 264 | 1 | |a Bingley : |b Emerald Publishing Limited, |c [2018] | |
| 264 | 1 | |a Bingley, UK : |b Emerald Publishing Limited, |c 2018 | |
| 264 | 4 | |c ©2018 | |
| 300 | |a 1 online resource (286 pages) | ||
| 300 | |a 1 online resource : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 490 | 1 | |a Advanced series in management ; |v volume 19 | |
| 490 | 1 | |a Advanced series in management, |x 1877-6361 ; |v volume 19 | |
| 500 | |a Includes index | ||
| 504 | |a Includes bibliographical references and index | ||
| 505 | 0 | |a Front Cover; Organisational Roadmap Towards Teal Organisations; Copyright Page; Acknowledgements; Contents; List of Figures; List of Tables; About the Authors; Introduction; Goal and Approach in This Book; Defining Our Terms: Self-management and Self-managing Teams; The Authors' Self-managing Team; References; 1. The Concept of Self-managing Teams: History and Taxonomy; A Short History of Self-managing Teams in Three Waves; First Wave: The Classic Self-managing Team Approach (1950-1980); Second Wave: The Modern Self-managing Team Approach (1980-2005) | |
| 505 | 0 | |a Prelims -- Introduction -- The concept of self-managing teams: history and taxonomy -- Literature review of successful self-managing teams -- Healthcare teams in long-term and elderly care at Livio: a case study -- The relevance of line managers in self-managing teams -- Governance mechanisms and HRM Activities in self-managing teams -- The role of organisational support and HRM function in self-managing teams -- Discussion and future outlook -- Appendices -- Index | |
| 505 | 8 | |a Adoption and AdaptationApplication of the Adoption and Adaptation Phase to Livio; Use; Application of the Use Phase to Livio; Incorporation; Application of the Incorporation Phase to Livio; Line Management Roles, Behaviours and Leadership Styles in the Implementation Process of Self-managing Teams; Discussion about the Relevance of Line Managers in Self-managing Teams; References; 5. Governance Mechanisms and HRM Activities in Self-managing Teams; Empowerment of Self-managing Teams; Transformation towards Self-managing Teams; HRM Activities for Self-managing Teams | |
| 505 | 8 | |a History of Livio's Choice to Introduce Self-managing TeamsInformation Sources; References; 4. The Relevance of Line Managers in Self-managing Teams; The Role of Line Managers in SMTs; The Devolution of People Management Responsibilities; Task Implementation; Decision-making Power; Recruitment and Selection; Performance Assessment; Training and Development; Compensation and Rewards; Task Distribution and Organising Schedules; Communication; Financial Power; Knowledge; The Implementation of Self-managing Teams in Organisations; Initiation; Application of the Initiation Phase at Livio | |
| 505 | 8 | |a Team LevelIndividual Level; Outcomes of Successful Self-managing Teams; Discussion; Reference article samples; References; 3. Healthcare Teams in Long-term and Elderly Care at Livio: A Case Study; Introduction; The Organisation; External and Internal Developments; External Developments; Demographic Changes; Decentralisation of Healthcare to Municipalities; Participation Discussion; Institutional Pressures; Internal Developments; The Introduction of MyPlan; Training and Transformation Programme; Introduction of Pilot Teams; Professionally Organised Teamwork; Development Projects | |
| 505 | 8 | |a Third Wave: The Contemporary Self-managing Team Approach (2005-2020)Types of Self-managing Teams; Summary: How to Describe Self-managing Teams in Detail; References; 2. Literature Review of Successful Self-managing Teams; Evidence-based Literature Review Methodology; Sample-systematic Search; Critical Evaluation of Evidence; Categorisation by Methodological Approach; Results; Group Task Design; Encouraging Supervisory Behaviour; Group Characteristics; Group Composition; Group Beliefs; Group Process; Employee Involvement Context; Components New to the Framework of; Organisational Level | |
| 520 | |a 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 | ||
| 520 | |a 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 | ||
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed July 12, 2018) | |
| 588 | 0 | |a Print version record | |
| 650 | 0 | |a Management |x Employee participation | |
| 650 | 0 | |a Personnel management | |
| 650 | 0 | |a Self-directed work teams | |
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| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management |2 bisacsh | |
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| 650 | 7 | |a Business & Economics |x Management Science |2 bisacsh | |
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| 650 | 7 | |a Personnel management |2 fast | |
| 650 | 7 | |a Self-directed work teams |2 fast | |
| 700 | 1 | |a Bos-Nehles, Anna, |e author | |
| 700 | 1 | |a Lee, Jan de, |e author | |
| 700 | 1 | |a Leede, Jan de, |e author | |
| 700 | 1 | |a Meijerink, Jeroen G., |d 1985- |e author | |
| 700 | 1 | |a Meijerink, Jeroen, |e author | |
| 700 | 1 | |a Renkema, Maarten, |e author | |
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| 830 | 0 | |a Advanced series in management ; |v v. 19 |x 1877-6361 | |
| 830 | 0 | |a Advanced series in management |v v. 19 | |
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