Individual Self-Management: Analysis of Professionals' Self-Managing Activities in Functional and Cross-Functional Work Teams

Abstract

A comparative analysis of professionals' use of individual self-managing activities in functional and cross-functional units found that individual self-management was beneficial for effectiveness in functional units but not in cross-functional units. The study also explored the effects of interactions of individual self-management and unit type (functional or cross-functional) on team members' overall levels of job satisfaction and perceptions of bureaucratic obstacles. Results suggest a need for a contingency model of self-management and a need to pursue the multidimensionality of the self-management construct.