What is the Paper About?
Organizations require some level of self-management and delegation to function efficiently without continual managerial scrutiny, which has resulted in the development of several organisational frameworks and models, including TEAL, Holacracy, the Spaghetti Organisation, and the Liberated Firm. As a result, we must assess whether employees want this, and whether it represents a ‘new future’ or only a transitory fad or trend. Another dilemma arising from the transition to self-management is whether it works for all employees or leaves some behind. Through reviewing the existing literature this paper explores whether self-managed organizations are suitable for all employees.
Why is it Important?
Self-managed organizations might advantage individuals possessing attributes such as self-discipline and adaptability; yet, certain employees may encounter difficulties, especially those inclined towards self-doubt, dependency, or resistance to change. It is suggested that self-management is introduced gradually and only where employees are ready. The literature would benefit from additional research into self-managed organisations in specific business contexts, to further our understanding of its suitability and success.
Robin Bell 