Rolls, J. (2021). Self-Management: A 21st Century Panacea? Organization Development Journal, 67-80.
This article evaluates all factors that influence leaders to adopt a self-management approach as a remedy to various challenges experienced by organizations. The author notes that the hierarchical organizational structure that traditionally dominated most businesses is under pressure due to new strategies that promote individuals’ autonomy. Self-management is an alternative structure gaining popularity in companies since it promises enhanced employee engagement and productivity.
The literature review section of this article addresses the evolution of organizational structures, from a hierarchical way of working to a self-management approach, and their impacts on businesses. This part of the article develops the study’s objectives, including evaluating forces behind the emergence of the self-managed organizational model and leaders’ perceptions and experiences of the latter. Another objective is to identify factors that may hinder the implementation of this organizational structure. Jennifer Rolls interviews eight senior managers from South West England to collect data vital in making the conclusions.
The study revealed that most leaders are aware of the self-management organizational model but have a limited understanding of its meaning. Additionally, the model can instrumentally help organizations retain talented employees. The desire and necessity to change the way work is organized and executed to ensure improved engagement and satisfaction are vital driving force for the self-managed organizational model. However, power, personal agenda, time, and motivation can hinder the effective implementation of the model. The findings from the study also reveal that the model is not the ultimate solution to operational challenges in organizations.
This article is important since it explains traditional and alternative organizational structures and the factors influencing their implementations. Although the self-managed organizational model is gaining popularity in the business arena, this article discloses that it cannot address all challenges associated with a hierarchical structure. The findings and recommendations can help organizational leaders adopt appropriate strategies to enhance productivity and satisfaction among employees.
Somda, Z. (2020). How Company Leaders Successfully Implement a Holacracy Organizational Model – ProQuest. Proquest.com. Web.
The dynamic business environments contribute to various challenges faced by organizational leaders. This article focuses on identifying various strategies that managers can use to implement a holacracy organizational model as a solution to difficulties associated with agility, communication, motivation, and employee engagement. The author defines holacracy as an organizational model based on self-management without the traditional hierarchical structure. The study is divided into five chapters, introduction, literature review, methodology, result and discussion, and implication and recommendation. The research question that guides the study is “what strategies are used by business leaders that have successfully implemented a holacracy model.”
The introduction part of the article provides the background of the study, the problem that needs to be addressed, the main objective, the importance of the research, theoretical framework. In the literature review, the author explores the leader-follower relationship based on various leadership theories, such as transformational, situational, and relational leadership perspectives. The author used interviews to collect data helpful in answering the primary research question.
The findings after analyzing the collected data revealed three themes related to strategies that organizational leaders used to implement the holacracy organizational model successfully. These themes include values of leadership, management and organization practices, and organizational setup, as well as internal initiatives. The strategies and approaches related to the themes are lower-level decision-making, reward and remuneration, transparency, mindfulness, information sharing, empowering innovation, and others.
This article is useful for organizational leaders since it provides rich information regarding strategies that managers can use to implement the holacracy model. Undeniably, the author has shown that the model is beneficial since it helps address challenges in companies and promotes individual and organizational productivity. Therefore, leaders can use the findings from this study to implement the holacracy organizational model to enhance growth.