000			03361nam a2200493Ii 4500
001			9781787563117
003			UtOrBLW
005			20210303084924.0
006			m o d
007			cr un|||||||||
008			180716s2018 enk o 001 0 eng d
020			_a9781787563117 (e-book)
040			_aUtOrBLW _beng _erda _cUtOrBLW
050		4	_aHD66 _b.B66 2018
072		7	_aKJM _2bicssc
072		7	_aBUS042000 _2bisacsh
080			_a658.3
082	0	4	_a658.4022 _223
100	1		_aBondarouk, Tanya, _d1967-
245	1	0	_aOrganisational roadmap towards teal organisations / _cTanya Bondarouk, Anna Bos-Nehles, Maarten Renkema, Jeroen Meijerink and Jan De Leede.
264		1	_bEmerald Publishing Limited,
300			_a1 online resource (xvii, 267 pages).
490	1		_aAdvanced series in management, _x1877-6361 ; _vvolume 19
500			_aIncludes index.
505	0		_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.
520			_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.
588	0		_aPrint version record
650		0	_aSelf-directed work teams.
650		0	_aManagement _xEmployee participation.
650		0	_aPersonnel management.
650		7	_aBusiness & Economics _xManagement Science. _2bisacsh
650		7	_aManagement & management techniques. _2bicssc
700	1		_aBos-Nehles, Anna, _eauthor.
700	1		_aRenkema, Maarten, _eauthor.
700	1		_aMeijerink, Jeroen, _eauthor.
700	1		_aLeede, Jan de, _eauthor.
776			_z9781787563124
830		0	_aAdvanced series in management ; _vv. 19. _x1877-6361
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1108/S1877-6361201819
999			_c30091 _d30091