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|Title:||ORGANIZACIONES AUTOGESTIONADAS: QUÉ SON, CUÁLES SON SUS CARACTERÍSTICAS, Y QUÉ MODELOS EXISTEN|
|Author:||IRAZABAL OBIETA, JOSEBA|
|Abstract:||The dynamic environment in which today's organizations operate demands a high capacity to adapt to the unexpected changes that may occur. This has led organizations to look for new structures that allow them the necessary flexibility to adapt to new situations. The traditional hierarchical structures do not seem to be the most appropriate for the current situation, and new organizational forms based on self-management are emerging. Self-management offers organizations greater flexibility by empowering their employees in decision-making. As we will see later, self-managed organizations are based on participatory management forms, where employees acquire higher levels of authority and responsibility over their daily activities, but not on strategic decision-making. There is a debate between the defenders of the hierarchical structures and the defenders of the autonomous teams. On the one hand, hierarchical structures are criticized for their lack of dynamism, that is, their slow response to rapid changes in the environment. On the other hand, the autonomous teams are criticized for their vulnerability to store the knowledge generated. Self-managed organizations maintain a minimal hierarchical structure and organize people in autonomous teams, where people acquire a greater degree of freedom in making decisions related to their daily work. We could say that they take advantage of the benefits of both hierarchical structures and autonomous teams. There are several models that guide organizations that wish to adapt their structure to self-management: sociocracy, polyarchy, holacracy, the responsive model and Teal organizations. We will see that some of these models have an organization that promotes and profits thanks to the adoption of their model by other organizations. In this sense, we will analyze which are the characteristics of each model, as well as the criticisms that are made from traditional sectors to self-management practices. Finally, the conclusions reached by the author of the work are offered. The questions posed for this research are answered, the implications for the practice of the management of organizations and the implications for future investigations are provided, the limitations that this work has had are pointed out, and some ethical and social implications of the adoption of self-managed structures are considered.|
|Appears in Collections:||ExpoTFG|
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