Self-Management: Its Control and Relationship to Other Organizational Properties

Abstract

Current models on self-management in organizations generally have taken a bivariate perspective. This paper proposes a more complex conceptualization of self-management in which its control mechanisms are examined. It is argued that the self-managed employee is far from loosely supervised; such employee is closely controlled. It is argued further that the clientele's active participation in the operation of the organization mediates the widely held relationship between self-management and structure.

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