reference and rely upon (p.1). Self-management did not begin with holacracy; in fact, it has a long history in the practice of business management. According to Bernstein, Bunch, Canner, and Lee (2016) Eric Trist who belonged to a British nonprofit organization recognized the benefit of self-managed teams and how they could be applied within the coal mining sector (p.12). Holacracy is, however, the most prominent and adopted form of self-governance in the industry (Bernstein, Bunch, Canner & Lee, 2016, p.7). Comparison of Structures What makes holacracy quite different than other organizational structures that propagate self-management is that holacracy is heavily reliant upon teams that are governed internally (Chiva, 2017). These teams are called circles, and within these circles, an employee assumes a
role. On every team exist a key position called the lead link; this position typically handles the additional duties that a manager would handle in a traditional organizational structure. These organizations thrive off employee initiative and teamwork. On the relevance of relationships, Chiva (2017) stated “teams and teamwork are essential; in fact, these organizations tend to focus on team performance” and that peer relationships were essential to the organization (p.20). The design of holacracy is supportive to employee’s being able to adjust to new problems or outside influencers.
- Spring '20
- Management, Non-profit organization, Holacracy