Self-managed teams are groups of employees who work with minimum supervision. Whereas in a hierarchical organisation employees have to report to managers, self-managed teams are responsible for handling various assignments, solving problems, and making decisions. Holacracy is one of the more recent systems of structuring self-managed teams within an organisation. When fully adopted, there is no conventional management hierarchy; instead, power is fully distributed, giving individuals and teams the freedom to self-manage while staying aligned to the organisation’s core purpose. Holacracy favours small teams, called circles, with team members holding a number of different roles depending on the assignment. These circles self-organise, make rapid consensus-based decisions, and have the flexibility to adjust roles and solutions effectively to meet organisational goals.

BPIR Categories

15.4.1 Employee satisfaction/dissatisfaction
15.4.3 Work org/job classification/teams/communication
15.4.6 Work environment, health, safety, ergonomics
15.4.7 Employee efficiency/productivity performance
8.2.1 Leaders communicate with employees
8.2.2 Create an environment for empowerment/innovation
8.2.3 Leadership relationships with customers
8.2.4 Leadership relationships with suppliers and partners
8.2.5 Leaders review org performance/capabilities
8.2.6 Leaders establish/improve the management system
8.2.7 Leaders re-inforce ethical/legal corporate behaviour
9.1.3 Develop human resource strategy
9.3.4 Create & deploy teams
9.3.5 Relocate employees
9.3.6 Restructure & rightsize workforce
9.5.2 Manage team performance
9.6.3 Develop work & family work/life support systems
9.7.1 Encourage employee involvement and feedback
9.7.2 Provide mechanisms for internal communication

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