Abstract

Since the 50s in the Twentieth Century, malpractice of traditional hierarchy organizational structure has been thoroughly exposed. Ever since then, team has become a basic brick for constitution of an organization with its flexible features, and self-management team is the optimal condition of team. Gradually, team has become a focus of attention and there have been a lot of studies about this organization pattern. At the time when this paper makes a preliminary exploration in the concept and features of this organization pattern, it also makes a further analysis in issues deserving attention in establishment of self-management team.

Highlights

  • In the past several years, organizational pattern of team has aroused great attention

  • The pattern of self-management team is helpful for an organization to better employ talents of its employees, and the organization may make a timely response to rapidly changing external environment

  • The status quo of Chinese enterprises to use the pattern of self-management team is follows: firstly, the number of self-management teams established by enterprises is limited; secondly, development of quite a lot of self-management teams is confined to corporate inherent model and corporate culture; thirdly, self-management teams that have already been established have not got enough protection and support from the top level of the organizations

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Summary

Introduction

In the past several years, organizational pattern of team has aroused great attention. Under the great background when learning organization and enterprise reengineering theory is pervasive all over the world, as a new type of management model, self-management team has been extensively studied and promoted. Experiences about self-management team of Japan are mostly introduced. The pattern of self-management team is helpful for an organization to better employ talents of its employees, and the organization may make a timely response to rapidly changing external environment. How to establish self-management team in an effective way in Chinese enterprises to further enhance the overall strength of Chinese enterprises and reinforce the competitive advantage of Chinese enterprises in the international market seems especially important

The Concept of self-management team
Features of highly effective self-management team
Excellent skills
Consistent commitment
Good communication
Good internal support and external support
Challenges of Chinese enterprises to establish self-management team
Challenges of organizational structure
Challenges of corporate culture
Challenges of managerial level
Challenges of human resources
Challenges of employees
Size of the team
Diversification of the background of team members
Support of the managerial level
Performance evaluation system
To establish supporting organizational culture
Conclusions
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