Wyniki wyszukiwania - BazTech

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Holacracy as a new approach to new product development in it industry – case study

Liebert Filip

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2020

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z. 145

279--296

EN

Purpose: The main objective of this paper was to identify and determine the potential of holacracy from the point of view of new product development in the IT industry. Design/methodology/approach: The article contains a literature review on the subject of holacracy and a detailed case study analysis conducted in two IT companies which concerned the new product development process. Also, the article presents research results of a quantitative survey and results of interviews with employees that revealed key attributes of teams working in holacracy. Findings: Research results indicate that companies tend to adapt and adjust holacracy in a unique way to meet their development needs, but such approach requires a specific organizational culture and high-tech resources. Holacracy can enhance NPD process and induce self-development among holacratic development teams, which have a dozen of unique attributes in comparison to traditional teams. Agile development with holacracy is faster and more effective than standard agile development or waterfall approach. Research limitations/implications: The research results presented in the paper were based only on two IT companies which use new approaches to new product development. Therefore, more scientific research should be carried out in the future to discuss this topic further. Practical implications: The author of the article recommends that every company should evaluate its capabilities, organizational culture and technical resources before implementing holacracy. Originality/value: This paper presents and discusses a brand new approach to new product development used by modern IT companies. Holacracy is still considered as a new and innovative approach to managing organizations.

2

Selected management concepts supporting self-organizing teams

Perlak Jakub

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2019

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z. 136

471--481

EN

The aim of this paper is to present several selected management concepts that support self-organizing teams. The chosen concepts are agile project management, teal organization, holacracy and sociocracy, and the paper places emphasis on the organizational factors in each of presented concept. Four groups of organizational factors were extracted: culture, structure, management and processes. The value of this paper is that it is a comparison of the extracted groups in the selected concepts. The outcome of this work was the discovery that the organizational culture in each of the concepts was very similar, yet, the structure supporting self-organizing teams may vary in effect, starting from the project, to the whole organization. Still, the management and processes appeared to be very similar in the teal organization, holacracy and sociocracy. Moreover, agile project management was more similar to traditional organizations. The paper emphasizes the need for further research, in particular, in companies which have adopted the presented concepts.

3

Millenial organizations

Rąb-Kettler Karolina

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2019

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z. 140

293--303

EN

Millennials, the age cohort born between 1980 - 2000, is by far the most educated generation that history has ever known. They are as well the largest group in the workplace. Research shows that Generation Y also works differently than their older colleagues, and they shape how today’s organizations are designed and managed. According to the research conducted by Gallup, for Millennials “job is more than just a paycheck”. When submitting their job applications, not only do they think about their future income, but they consider many non-materialistic factors. The aim of this paper is to present the new (millennial) organizational culture concepts and to see how they influence employees’ satisfaction and engagement on the one hand and contribute to the organization’s overall success on the other hand.

4

New management models as reflection and anticipation of socio-economic changes

Rąb-Kettler K.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2018

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z. 122

167--174

EN

The aim of this paper is to present how the new organization models are both an anticipation and a reflection of the predicted post-capitalistic society. The author will analyze changes in the socio-economic structure, presented by such theorists as Daniel Bell, Peter Drucker, Richard Florida, and others. The paper will also present the rise of a new social class – the creative class (and also generatio Y). The author will show how these changes are interconnected with the newest managerial concepts. The focus will be put on currently the 3 most widespread new organizational models – agile development, holacracy and squads (Spotify model). The author will try to answer the question, whether these or similar models shape the positive social changes, or just the passive tools the a bigger system.