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The impact of the transition towards self-managing teams on the behavior and responsibilities of managers and employees in the healthcare sector

BECKING, AWJ (2017) The impact of the transition towards self-managing teams on the behavior and responsibilities of managers and employees in the healthcare sector.

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Abstract:The purpose of this paper is to show the impact of the transition towards self-managing teams on the team-design, the change responsibilities & behaviors of both managers and staff in the healthcare sector and how one can minimize the negatives and enhance the positive changes to successfully implement self-managing teams. Self-managing teams within the healthcare sector are a hot topic because of a combination of reasons, the healthcare sector faced a lot of bureaucracy and people wanted to get rid of at least part of this bureaucracy. Another reason why the use of self-managing teams within the healthcare sector is a hot topic is the fact that employees are likely to feel more responsible if they bear decision-making powers. Data for this qualitative research was gathered by conducting semi-structured interviews with employees Livio, a big healthcare provider that operates in the Enschede region, The Netherlands. The implementation of self-managing teams have a big impact on the team-design, the responsibilities & the behavior of both managers and teams. The managers became responsible for more teams and most important they became coachmanagers that support teams if they need it, but as the teams go through the transition, they get less decision-making powers, so they should become more supporting rather than telling people what they should do. For the teams it is important that they are aware of the fact that they will bear more responsibilities like hiring new colleagues, making a planning and buying supplies. It is important for the teams to be open for changes and new idea’s otherwise going through a transition might be rather difficult. The teams became more close teams as they became self-managing they were able to give and receive feedback to other team members. Not only teams seem to have difficulties, some managers have quite a hard time to adapt, as some tend to stay in the manager role rather than moving towards the coach role. The teams have become smaller in general, but some teams have split, thus they became bigger during the transition. Overall the transition towards self-managing teams is seen as a positive development.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/72842
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