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Holacracy

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Holacracy

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Holacracy focuses on a less structured system with roles and self-organization, where arranged teams concentrate on specific operations (Tossell, 2014). The holacracy model decentralizes the authority and decision making to self-managing units. The units hold periodic meetings and assume direct responsibility of leading the company and ensuring its governance. The model tries to create a setup where accountability and leadership are equally distributed among the workforce(Tossell, 2014). However, this type of structure seems to be more suitable for small to medium-sized companies that embrace technological innovations. In my opinion, for more extensive and well-established organizations, there is a great need for control and coordination. Holacracy is meant to empower the workforce but also increases responsibility which some employees might not be a desire which triggers the question of whether the holacratic culture can accommodate diversity. Also, there is still the uncertainty of the sustainability of the holacracy model.

I think companies should strive to balance flexibility in authority and autonomy in terms of considering employees opinions in decision making instead of imposing decisions. There is a need for a manager because they keep the employees motivated and deliver the resources needed for operations efficiency, such as ensuring tasks are completed on time. Arguably some employees work best as their “own bosses”, but also there are employees that need guidance and direction from an authority figure to get the job done (Feintizeig, 2015). The flat and flexible structure seems more suited for technology companies where problems are not well defined, and there is a need for innovative solutions (Tossell, 2014). For large companies, the holacracy would take time to implement and would likely slow down processes since decision making would take more time resulting in confusion and uncertainty.

A consumer enjoys timely responses and quality services that meet their need. A company should have well-articulated rules that guide the flexibility of authority and give employees the autonomy to address some company issues without the need to consult the upper management. Ensuring that customers are satisfied should be the priority of a business since it contributes significantly to the company growth. Individual autonomy and traditional hierarchies each has its strengths and weaknesses, and a company should adopt one that suits its operational needs.

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