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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.

Self-directed work teams. --- Management --- Personnel management. --- Employee participation.

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This book highlights the growing number of ‘post-bureaucratic’ firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirect forms of control, and aim to coordinate the activities of highly-skilled workers without relying on a bureaucratic superstructure. The chapters explore the tensions that exist between external and internal institutional forces. As new forms of control strategies emerge, mostly value-based, this book accounts for the cognitive categories, conventions, rules and logic that should be integrated and combined with traditional forms of managerial controls in order to enable co-existence with established bureaucratic frameworks. This book will be of interest to academics in the fields of organizational behavior and innovation management, and also practitioners and managers aiming to shift from a traditional hierarchical structure to post-bureaucratic forms.

Self-directed work teams. --- Self-directed work groups --- Self-managing work groups --- Self-managing work teams --- Business. --- Leadership. --- Organization. --- Planning. --- Manpower policy. --- Management information systems. --- Office management. --- Business and Management. --- Business Strategy/Leadership. --- Enterprise Architecture. --- Human Resource Development. --- Office Management. --- Teams in the workplace --- Office administration --- Management --- Employment policy --- Human resource development --- Labor market --- Labor market policy --- Manpower utilization --- Labor policy --- Labor supply --- Trade adjustment assistance --- Organisation --- Computer-based information systems --- EIS (Information systems) --- Executive information systems --- MIS (Information systems) --- Sociotechnical systems --- Information resources management --- Ability --- Command of troops --- Followership --- Government policy --- Communication systems --- Creation (Literary, artistic, etc.) --- Executive ability --- Organization