LEADER 03586nam 2200589I 450 001 9910796964003321 005 20180716094744.0 010 $a1-78756-313-8 010 $a1-78756-311-1 035 $a(CKB)4100000005116957 035 $a(MiAaPQ)EBC5448920 035 $a(UtOrBLW)9781787563117 035 $a(EXLCZ)994100000005116957 100 $a20180716d2018 uy 0 101 0 $aeng 135 $aurun||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aOrganisational roadmap towards teal organisations /$fTanya Bondarouk, Anna Bos-Nehles, Maarten Renkema, Jeroen Meijerink and Jan De Leede 210 1$aBingley :$cEmerald Publishing Limited,$d[2018] 210 4$dİ2018 215 $a1 online resource (286 pages) 225 1 $aAdvanced series in management,$x1877-6361 ;$vvolume 19 300 $aIncludes index. 311 $a1-78756-314-6 311 $a1-78756-312-X 327 $aPrelims -- 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. 330 $aThis volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management.The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment.In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams. 410 0$aAdvanced series in management ;$vv. 19.$x1877-6361 606 $aSelf-directed work teams 606 $aManagement$xEmployee participation 606 $aPersonnel management 606 $aBusiness & Economics$xManagement Science$2bisacsh 606 $aManagement & management techniques$2bicssc 615 0$aSelf-directed work teams. 615 0$aManagement$xEmployee participation. 615 0$aPersonnel management. 615 7$aBusiness & Economics$xManagement Science. 615 7$aManagement & management techniques. 676 $a658.3152 700 $aBondarouk$b Tanya$f1967-$01133749 702 $aBos-Nehles$b Anna 702 $aRenkema$b Maarten 702 $aMeijerink$b Jeroen 702 $aLeede$b Jan de 801 0$bUtOrBLW 801 1$bUtOrBLW 906 $aBOOK 912 $a9910796964003321 996 $aOrganisational roadmap towards teal organisations$93798923 997 $aUNINA