Accelerating Creation of Self-Managing (Teal) Organizations through Diversity and Inclusion

Gross-Gołacka, Elwira

doi:10.4324/9781003213048-16

Cited by 3 publications

(5 citation statements)

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“…It is accepted that there can be up to dozens of dimensions of diversity that can change over the course of an individual's life, which only illustrates the multidimensionality of the issue [17,29]. The scholarly discourse reveals an extensive exploration of diversity's dimensions [30,31]. Scholars hypothesize that diversity can encompass an array of dimensions, potentially in the dozens, which may evolve over an individual's lifetime, underscoring the concept's inherent complexity [3].…”

Section: Diversity Managementmentioning

confidence: 99%

Perspective chapter: The concept of diversity management as an approach to redressing social inequalities

Gross-Gołacka,

Kavoura,

Asonitou

et al. 2024

Sustainable Development

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This chapter explores diversity management as a strategic approach to address social inequalities in the context of globalization and demographic change. It focuses on the complexity of the concept of diversity, taking into account various aspects such as gender, race, age, nationality, sexual orientation, physical and mental abilities, cultural background, education, and life and work experience. The chapter explores the impact of diversity management in creating more equitable societies, promoting a broad understanding and acceptance of differences. It also analyses the challenges and barriers to implementing effective diversity management in organizations, highlighting its role in shaping equitable and inclusive work environments. The aim of the chapter is to inspire further research on diversity management as a tool to reduce social inequalities.

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Section: Diversity Managementmentioning

confidence: 99%

Perspective chapter: The concept of diversity management as an approach to redressing social inequalities

Gross-Gołacka,

Kavoura,

Asonitou

et al. 2024

Sustainable Development

Self Cite

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“…People in self-managed organizations do not answer to a higher authority but instead abide by the rules and agreements they have created, and therefore, the need for a rigid superior-subordinate dynamic is eliminated. It involves running an organizational system that rejects the traditional line of command, favoring more decentralization of power 21,22 . This necessitates eliminating unnecessary management layers and giving all employees an equal say in major organizational decisions 23,24 .…”

Section: Self-management In Organizationsmentioning

confidence: 99%

Empowering Nurses: Exploring Self-Managed Organizations in Indian Healthcare

Malik,

Shankar

2023

Preprint

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Background Given India’s high patient load on the existing healthcare setup, as well as political, social, and organizational challenges, the nursing sector is facing various problems, therefore leading to substandard nursing experiences leading to poor patient care at the parallel healthcare setups, specifically homecare. This paper presents self-managed organizations (also referred to as horizontal management structures) as an effective alternative to existing hierarchical management structures overladen with bureaucracy. Therefore, we are exploring the strategies at self-managed homecare organizations that can make nursing a better and meaningful experience. Method This research paper employs semi-structured interviews to explore the strategies that help create a better nursing experience in horizontal organizational structures. The interviews focused on various aspects, including finances, organizational structure, value system, information flow, concept, and purpose of self-managed homecare organizations that might influence the nursing experience. Theoretical sampling was used to include seven nurses, fifteen patients and twelve management members to examine the nursing experience at self-managed homecare organizations. Results The themes and subthemes revealed what we term the Qualitative Success Enablers (QSEs) of self-managed organizations in the Indian setting emerged from thematic analysis of data. The reflexive thematic analysis yielded three themes: Insightfulness, Enhancing Nursing Experience through Job Enrichment, and Autonomy-Enabled Intrapreneurship. The findings indicate that the horizontal management structure represented by the studied organization in India has shown considerable success in times laden with uncertainties during the COVID-19 pandemic, especially during the delta wave, which revealed the frailty of existing healthcare infrastructure. The organization successfully maintained a better nursing experience and gained patient and employee satisfaction, as revealed by in-depth semi-structured interviews and their analysis. Conclusion In a world of unique challenges, we stand on the brink of significant transformations. Self-managed organizations (SMOs) are vital in India's homecare sector for enhancing nursing experiences and overall organizational performance. Fostering a trust-based environment within SMOs is integral to delivering effective services. The autonomy to design nursing jobs, insightfulness, and innovativeness in the nursing job through suitable training activities, various job enrichment methods, and finding meaningfulness in a job through softer aspects of caregiving result in enhanced nursing experience at SMOs.

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“…It involves running an organizational system that rejects the traditional line of command, favoring more decentralization of power [19,20]. This necessitates eliminating unnecessary management layers and giving all employees an equal say in major organizational decisions [13,21].…”

Section: Advantagesmentioning

confidence: 99%

“…One notable challenge arises from the absence of a clear communication structure within self-managed teams. This deficiency may result in redundant communication, hindering the team's efficiency and potentially leading to information overload [20]. Self-managed teams often face difficulties in handling conflicts.…”

Section: Problems Faced By the Smos And The Current Scenariomentioning

confidence: 99%

“…The literature lacks exploration into the impact of horizontal organizational structures, particularly self-managed structures, on the nursing experience in homecare organizations in India [20,21]. The absence of research in this area means there is a deficiency in knowledge regarding how these structural elements influence nurses' autonomy and the organization's overall effectiveness, thereby impeding a comprehensive understanding of organizational development and operational efficiency in homecare settings in India.…”

Section: Knowledge Gapmentioning

confidence: 99%

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Empowering nurses: exploring self-managed organizations in Indian healthcare

Malik,

Shankar

2023

BMC Nurs

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Background Given India’s high patient load on the existing healthcare setup, as well as political, social, and organizational challenges, the nursing sector is facing various problems, therefore leading to substandard nursing experiences leading to poor patient care at the parallel healthcare setups, specifically homecare. This paper presents self-managed organizations (SMOs) characterized by a horizontal management structure as an effective alternative to existing hierarchical management structures overladen with bureaucracy. Therefore, we are exploring the strategies at self-managed homecare organizations that can make nursing a better and more productive experience. Method This study utilized Constructivist Grounded Theory (CGT), employing semi-structured interviews to explore nursing dynamics in horizontal organizational structures. It delved into crucial aspects like finances, organizational structure, value systems, information flow, and conflict resolution within SMOs. The methodology involved theoretical sampling, prioritizing expert self-management knowledge over mere representativeness. Seven nurses, twelve management members, and fifteen patients from self-managed homecare organizations contributed to the examination of nursing experiences. Constant comparative analysis of data led to the identification of the Qualitative Success Enablers (QSEs), revealing three themes: Insightfulness, Enhancing Nursing Experience through Job Enrichment, and Autonomy-Enabled Intrapreneurship. Results The findings indicate that the horizontal management structure represented by the studied organization in India has shown considerable success in times laden with uncertainties during the COVID-19 pandemic, especially during the delta wave, which revealed the frailty of existing healthcare infrastructure. The organization successfully maintained a better nursing experience and gained patient and employee satisfaction, as revealed by in-depth semi-structured interviews and constant comparative analysis. Conclusion In a world of unique challenges, we stand on the brink of significant transformations. SMOs are vital in India’s homecare sector for enhancing nursing experiences and overall organizational performance. Fostering a trust-based environment within SMOs is integral to delivering effective services. The autonomy to design nursing jobs, insightfulness, and innovativeness in the nursing job through suitable training activities, various job enrichment methods, and finding meaningfulness in a job through softer aspects of caregiving result in an enhanced nursing experience at SMOs. This groundbreaking approach can be extended to other homecare organizations in India, relieving the strain on the existing healthcare system.

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Accelerating Creation of Self-Managing (Teal) Organizations through Diversity and Inclusion

Cited by 3 publications

References 0 publications

Perspective chapter: The concept of diversity management as an approach to redressing social inequalities

Perspective chapter: The concept of diversity management as an approach to redressing social inequalities

Empowering Nurses: Exploring Self-Managed Organizations in Indian Healthcare

Empowering nurses: exploring self-managed organizations in Indian healthcare

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