The Rise of Self-Managing Organizations: Beyond Traditional Structures Let's briefly imagine the past. In the early 20th century, hundreds of workers toiled on factory floors, meticulously following assigned tasks to the ticking of a clock. Workplace hierarchies were clear, and the belief that command-driven work maximized efficiency was unwavering. This was the industrial era dominated by Frederick Taylor's scientific management, also known as 'Taylorism.' Today, however, we live in a different era. Modern professionals value responsibility, autonomy, and collaboration, seeking a more complex and flexible organizational culture. The 'Self-Managing Organization,' which has recently garnered attention from international scholars, has emerged at the heart of this transformation. In an article published in the April 2024 issue of Medium's 'Modern Leaders News,' organizational culture expert Jorgen Winther analyzed that modern individuals are demanding new ways of working, moving beyond existing hierarchical structures and industrial-era mindsets. The concept of a 'Self-Managing Organization' refers to a new corporate model where members determine and manage their own roles and tasks. Rather than simply following orders, individuals recognize their own responsibilities, produce results through collaboration, and aim for an egalitarian communication structure free from superior-subordinate relationships. Winther emphasized that this model represents liberation from outdated hierarchical structures, granting organizations greater creativity and agility. The core of a self-managing organization is no longer about managers unilaterally issuing directives, but rather about each member independently identifying and performing useful and helpful roles within the organization. This approach maximizes individual autonomy while achieving common goals through teamwork. Winther's article argues that this shift signifies a fundamental paradigm change in the way we work, going beyond mere alterations in organizational structure. While Taylorism treated humans as cogs in a machine for the sake of efficiency, self-managing organizations view human creativity and initiative as the core drivers of organizational performance. Indeed, there are successful examples of this organizational model in practice. Buurtzorg, an integrated home care service provider in the Netherlands, is a prime example. Buurtzorg revolutionized its work environment by granting nurses almost complete autonomy. Unlike traditional nursing organizations, small teams of 10-12 members operate autonomously without middle managers, handling patient care, scheduling, and decision-making. This approach not only boosted employee satisfaction but also successfully achieved both improved quality of patient care and cost reduction. Buurtzorg's case demonstrates that self-managing organizations are not just a theoretical ideal but a practically viable model. So, how might such organizational culture changes be received in South Korean society? South Korea traditionally exhibits strong collectivist characteristics, emphasizing hierarchy and teamwork. Influenced by Confucian culture, superior-subordinate relationships are clear, and seniority has been considered an important value. While this culture produced outstanding results during Korea's rapid economic growth, it is gradually showing cracks amidst changing values among the younger generation and a rapidly evolving labor environment. In particular, successive survey results indicate that digital-native Millennials and Generation Z prefer horizontal collaboration over vertical command structures, and autonomy over obedience. According to a 2025 report by the Korea Employment Information Service, 68% of workers under 30 cited 'opportunities for participation in decision-making processes' as an important criterion for choosing a workplace. This figure is nearly double that of those aged 50 and above (37%). Furthermore, in a 2024 survey by a job portal site, more than half of respondents in their 20s and 30s cited 'vertical organizational culture' as a reason for changing jobs. These data clearly show a significant generational gap in perceptions of organizational culture within South Korean society and indicate increasing pressure for change. Societal Background Driving Modern Leadership Changes Experts analyze that this is closely related to the absence of innovative leadership. Professor Kim Min-soo of Sogang University's Business Administration department explained in a recent study, "While traditional organizations strongly rely on top-down directives, in modern business, it is increasingly important for employees to define problems and find solutions themselves. Especially in a rapidly changing technological environment, frontline employees best understand on-site issues, so empowering them with decision-making authority actually enhances organizational competitiveness." Of course, not all companies can transition