Managers are not always bound or held a ccountable to the same rules as their

Managers are not always bound or held a ccountable to

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• Managers are not always bound or held a ccountable to the same rules as their employees. Rules and transparency Strict meeting structure that is without back talk and opinions. • Everyone is bound by the same rules. Even the owner/CEO. • All rules are available in the governance records, are t ransparent and don’t have exceptions. No, average or full responsibility • Based on tasks and job titles, people have no, average or full responsibility. Always full responsibility The retainer of each role has always full responsibility. Figure 2: Comparing a traditional hierarchy management system with the Holacracy management system. While the examples in this sub chapter point out the differences between the management systems of organizations and the Holacracy management system, it is important to acknowledge that there are more organizations that have different management systems. The inclusion of the organizations in the example are all because of their familiarity in books, articles and other media. Reflections on ‘Holacracy and other management systems The organizations in the sub chapter are the most mentioned organizations, based on the books and articles in the References of the research. That does not mean that these organizations are the only self- organizing organizations that exist. The management systems of these organizations can in theory be copied and used in other organizations. However, only the practice of Holacracy that can be used to create a Holacracy management system has proven that it can be implemented fully by providing the attributes needed
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21 such as documents (the Holacracy Constitution and Holacracy Quick Start Guide), Holacracy Coaches and Holacracy Certification programs. Semler’s management principles have been transferred and incorporated in programs at Semco Style Institute. It still means that you must use and incorporate the management principles in your own organizations, with or without the help from consultants of the Semco Style Institute. Another point is the time it takes an organisation to turn their existing management system into a self- organized management system. In books about Morningstar, Semco and other self-organizing organisations, it took them years to perfect their organization’s management system (Laloux, 2014; Semler, 1995). If organizations want to switch their management system, it would benefit their organization members and business if they could do it more quickly. Using the practice of Holacracy in combination with their attributes and Holacracy Coaches is a quick way for organizations to become self-organizing. 2.3 Practicing and implementing Holacracy The second part of the first sub question of the research is focused on how Holacracy is practised and implemented in organizations. To implement Holacracy in any organization, either with or without a Holacracy Coach or Master Coach, the two official attributes are needed: The Holacracy Quick Start Guide and the Holacracy Constitution.
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  • Spring '19
  • Dhr. Joe Goldiamond
  • Management, Qualitative Research

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