All About the Teal Organization (Essay Sample)

Teal Organizations
Name
Institutional Affiliations
Teal Organizations
Different organizations have used traditional management paradigms for a long period. However, Farag (2017) & ten Vregelaar (2017) acknowledge that teal organizational model is emerging to be one of the most effective models for organizations. According to them, teal organizations are currently run as self - management organizations. This highlight that the idea of self – management has gained momentum ever since it was first addressed in the 1950s. Based on their review of statistics about the implementation of this model by companies, they found out that more than 79% of the companies that were named in Fortune’s top 1000 and more than 81% of manufacturing companies applied this model of management. They described this organizational model as one that is centered on principles such as wholeness and self-management.
In a research about the model, Berendsen (2015) found out that this model is emerging in order to replace the traditional hierarchical model in which the management of the organization made all the decisions. This is concurrent with Hamel’s (2011) review of the traditional system of management. He had highlighted that too many channels for decisions made up the biggest challenging facing the organizations that applied the traditional management models. Hamel claimed that the numerous layers in the traditional management systems made the decision-making process slow. In a review about the fall and demise of a teal NGO, Farag (2017) acknowledged that the implementation of teal is the latest stage of organizational development. According to his assessment, he also insisted that teal is the most developed among the other previous stages of organizational development. Uhl-Bien & Graen’s (1992) research proves the importance of the current trends involving the implementation of the teal management paradigm. During their research, they found out that the organizational environment was transforming fast, and organizations had to find a more unstructured method of solving problems. Therefore, (Uhl-Bien & Graen, 1992) recommended the adaptation of a problem-solving management system in which employees were free to provide their feedback regarding issues that touched their areas of expertise.