MANIFESTATIONS, PRECUR­SORS, AND IMPLICATIONS OF ORGANIZATIONAL SELF-MANAGEMENT

MANIFESTATIONS, PRECUR­SORS, AND IMPLICATIONS OF ORGANIZATIONAL SELF-MANAGEMENT

Transcript

1. MANIFESTATIONS, PRECURSORS, AND IMPLICATIONS OF ORGANIZATIONAL SELF-MANAGEMENT
2. A “Legacy” Mindset •Efficiency can be achieved best by imposing management control over workers' behavior •Control-oriented management models strengthen the interests of both organizations and the people who work in them
3. An Emerging Mindset • A new work force management model is appearing • This emerging model is that organizations must elicit the commitment of their employees if they are to achieve a sustainable competitive advantage in contemporary markets. • This new model portends a fundamental change in how organizations are: • Designed • Managed • Rather than relying on top-down management controls to elicit and enforce desired behavior, organizations in the future will rely heavily on member self-management in pursuing collective objectives
4. Scrum Guide (2020) / Hackman (1986) “According to the Scrum Guide (2020), Scrum Teams are also self-managing, meaning they internally decide who does what, when, and how” Hackman, J. R. (1986-2). The psychology of self-management in organizations. American Psychological Association Scrum Guide (2020)
5. Hackman: Group Effectiveness Defined 1. The degree to which the group's productive output (that is, its product or service) meets the standards of quantity, quality, and timeliness of the people who receive, review, and/or use that output. 2. The degree to which the process of carrying out the work enhances the capability of members to work together interdependently in the future. 3. The degree to which the group experience contributes to the growth and personal well-being of team members.
6. 1. Clear, Engaging Direction 2. An Enabling Performing Unit Structure 3. A Supportive Organizational Context 4. Available, Expert Coaching 5. Adequate Material Resources Hackman's Five Conditions That Foster and Support Effective Self-Management Hackman, J. R. (1986-2). The psychology of self-management in organizations. American Psychological Association
7. “Leadership is both more important and a more demanding undertaking in self-managing units than it is in traditional organizations” Hackman, J. R. (1986-2). The psychology of self-management in organizations. American Psychological Association
8. • Orientated Clear direction energizes people; it orients organization members toward common objectives, thereby facilitating coordinated action in pursuing them. • Engagement is enhanced when aspirations have three attributes: 1) Consequential 2) Stretches members’ energy and talent 3) Simultaneously rich in imagery and incomplete in detail • Clear direction energizes people, even when the goals that are articulated may not rank highest on members' personal lists of aspirations. • Provides a criterion unit members to use in testing and comparing alternative possibilities for their behavior at work. First Condition: “Clear, Engaging Direction”
9. Second Condition: An Enabling Performing Unit Structure • Sent expectations regarding the management of unit member’s performance processes • Composition of the unit • Design of the task
10. Daniel Pink Self-Determination Approach: Autonomy, Mastery, and Purpose Framework “….The surprising truth about what motivates us” https://www.youtube.com/watch?v=u6XAPnuFjJc
11. Third Condition: A Supportive Organizational Context • Information systems • Education • Reward
12. Fourth Condition: Available, Expert Coaching
13. Fifth Condition: Adequate Material Resources
14. The Critical Leadership Functions for a Self-Managing Unit Two types of behavior: • Monitoring— obtaining and interpreting data about performance conditions and events that might affect them • Taking Action – to create or maintain favorable performance conditions.
15. There are two types of functions: monitoring & action-taking For each of the five enabling conditions: direction, structure, context, coaching, resources Leader Monitoring and Action Log
16. Selecting Leaders of Self-Managers There are three qualities that might be measured when people are being considered for leadership roles—qualities that probably are not trainable in the short term. #1. Courage #2. Emotional Maturity
17. Selecting Leaders of Self-Managers #3. Clear and Appropriate Personal Values • An internalized commitment to both organizational effectiveness and human well-being. • Leaders who are confused about what they personally value find it difficult to choose among competing options for action. • Although almost any clear set of values can be used as the basis for managing one’s own behavior, one cannot be agnostic about the content of those values in considering how to select leaders of self-managers • Only individuals who genuinely value both collective outcomes and the growth and satisfaction of unit members are likely to invent and implement conditions that promote the two values simultaneously—something that surely is necessary if a self-managing unit is to be effective over the long term.
18. 1. Clear, Engaging Direction 2. An Enabling Performing Unit Structure 3. A Supportive Organizational Context 4. Available, Expert Coaching 5. Adequate Material Resources Review: Hackman's Five Conditions That Foster and Support Effective Self-Management Hackman, J. R. (1986-2). The psychology of self-management in organizations. American Psychological Association
19. References Conklin, J. (2005). Dialogue mapping: Building shared understanding of wicked problems. John Wiley & Sons, Inc.. Connors, R., & Smith, T. (2009). How did that happen? Holding people accountable for results the positive, principled way. Penguin. Grint, K. (2010). Leadership: A very short introduction. OUP Oxford Grint, K. (2010). Wicked problems and clumsy solutions: the role of leadership. In The new public leadership challenge (pp. 169-186). Palgrave Macmillan, London Grint, K., & Jones, O. S. (2022). Leadership: Limits and possibilities. Bloomsbury Publishing. Hackman, J. R. (1986-1). The design of work teams. In J. W. Lorsch (Ed.), Handbook of organizational behavior. Englewood Cliffs, NJ: Prentice-Hall. Hackman, J. R. (1986-2). The psychology of self-management in organizations. American Psychological Association Hackman, J. R..& Walton, R. E. (1986). Leading groups in organizations. In P. S. Goodman (Ed.), Designing effective work groups. San Francisco. Jossey- Bass. Rittel, H. (1972). On the planning crisis: Systems analysis of the 'first and second generations’. Bedriftskonomen, 8, 390-396. Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Penguin. Schwaber, K., & Sutherland, J. (2020). The Scrum Guide.