Self-organizing in public organizations

– hybdrid structues explored throuh a self-organizing hospital team

Abstract

Self-management has been explored in research for more than half a century and linked to positive effects ranging from more democratic work conditions to increased productivity, quality of work, and adaptability. More recently, a novel organizational form has emerged, which goes by the name of the self-managing organization. The self-managing organization is supposed to break down hierarchies and give greater responsibility and autonomy to the employees. It relies on more radical responsibility than the previous versions of self-management, as the employees have increased responsibility in decisions, conflict resolution, and managerial roles. The self-managing organization’s organizing principles are gaining popularity in both private and public organizations, where the managerial hierarchy is reduced in favor of increased self-management. Nevertheless, limited research has been carried out exploring how employees experience working in the flat structure, and which consequences the principles of the self-managing organization have when they are used in a public organization characterized by managerial hierarchy. This article presents a case study of a self-organizing hospital team functioning in a so-called hybrid between hierarchy and the self-managing organization. The case study shows the tensions and contradictions that arise in collaboration between doctors and nurses in an interdisciplinary team in a hospital department that has organized itself according to the principles of the self-managing organization, while the remaining hospital continues to operate in a managerial hierarchy. The study points out that the principles of the self-managing organization have a constructive effect on the team’s interdisciplinary development, while their task execution becomes more efficient and adaptable.