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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.
New technologies, new office concepts and new working environments
are all big concepts, and we are just at the start of understanding
the impact of these global trends on shaping our behaviors at work.
This book describes and analyses the trends known as 'New Ways of
Working' primarily addressing the behavioral side of NWW practices
as many researchers and practitioners claim the success of NWW is
not in IT, nor in facilities, but in behavior. We have to learn and
to adapt to the new possibilities of collaboration at a distance.
Our managers have to learn and to show new leadership behaviors in
order to get the most out of it. And we have to learn how to build
organizations that can easily absorb these new practices.
Therefore, we present some new data on the use of NWW practices in
the Dutch case as one of the leading countries in these global
trends, concentrating on 4 HR-related themes: (1) trust, social
cohesion and diversity, (2) leadership, (3) teamwork and (4)
innovative work behavior. We show that NWW-practices entail much
more than just home-based work or telework for a few people. It is
changing everyone's work anytime, anyplace, anyhow.
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