Self-Management Models: What Works for Organizational Success

Organizational success is the ultimate goal of every entity. However, to achieve it, every organization needs to ensure that specific competencies are put in place. Human capital management and self-management concepts are the main things that determine the success or failure of an entity. Human capital management focuses on converting traditional administrative functions, including recruitment and training, into opportunities that will lead to higher engagement and productivity. On the other hand, the self-management concept is work regulation through controlling the working conditions of a firm where every employee has real control. Frederic Laloux and Michael Armstrong expound on Human Capital Management and Self-Management concepts, and they both agree that they are core concepts of organizational success. Human Capital Management and Self-management compare in multiple ways. First, Self-management concepts focus on the firm's management on an individual basis where every employee has real control at every level of the organization. Therefore, for the firm to be well-established, real self-management needs to be put in place by ensuring that all levels are maintained well. On the other hand, Human Capital Management focuses on managing resources, and it mainly deals with workforce acquisition, optimization, and management. Therefore, the main difference between the two concepts is that Self-management is limited to mainly the workforce. At the same time, Human Capital Management is broad and includes both the workforce and the firm's resources. Laloux and Armstrong compare and contrast their ideas about the management of organizations. They both reveal how organizations can implement change and come out from the traditional management methods, which have proved to be a hindrance in organizations reaching their full potential. According to Armstrong, the implementation of Human Resource Management in different organizations brings about higher organizational results because it is the implementation of strategic planning that increases employee performance and, in the long run, increase profits (Armstrong, 2006). Frederic Laloux's main focus is the future. He argues that a new generation of more purposeful and productive organizations can only be made possible if organizations are willing to accept change and forget about traditional models. Traditional models such as using superiority to run organizations need to be revisited so that every employee has equal rights and opportunities that all focus on the organization's success rather than using power as the strategy for running daily organizational practices (Laloux, 2014). His view compares to that of Armstrong since the main thing is bringing change in organizations for the better. They both agree that changes in the world today, starting from technological improvements daily, require changes in the way organizations do things so that they become at par with the major changes in the world. The concepts of Human Capital Management and Self –Management are different in many ways, but they all focus on improving organizations' performance. They both ensure that employees' working conditions are at their level best and that the entity is up and running in the best way possible. Laloux and Armstrong reveal that the future of organizations is dependent on the necessary changes that need to be put in place at the moment. 

References 

Armstrong, Michael. (2006) A Handbook of Human Resource Management Practice. Kogan Page Publishers 

Laloux, F. (2014). Reinventing Organizations: A guide to creating organizations inspired by the next stage in human consciousness. Nelson Parker.