The End of Management and the Rise of Organizational Democracy

There is a search in process for a new context and paradigm for the organization of the future-an organization that must be capable of producing high-quality, competitive products that satisfy customers without destroying the planet or degrading human life.

Zusatztext "HR professional and others with a commitment to strategic change will be greatly aided by this compact but powerful volume." (People Management! 21 March 2002)"A worthwhile book" (Human Resources! June 2002)"This must rate as possibly the most important management book of the year to date." (Modern Management ! 1 June 2002) Informationen zum Autor Kenneth Cloke is director of the Center for Dispute Resolution and a mediator, arbitrator, consultant, and trainer. Joan Goldsmith is an organizational consultant and educator specializing in leadership development and organizational change. Cloke and Goldsmith draw on more than thirty years of practical experience in organizational consulting with hundreds of organizations in the United States and internationally, from Fortune 500 companies to government agencies, schools, and nonprofits. They are coauthors of four previous books, including Resolving Conflicts at Work (Jossey-Bass, 2000). Klappentext There is a search in process for a new context and paradigm for the organization of the future-an organization that must be capable of producing high-quality, competitive products that satisfy customers without destroying the planet or degrading human life. The End of Management and the Rise of Organizational Democracy calls for a radical set of organizational development initiatives that will combat the destructive forces of globalization, put an end to authoritarian, paternalistic management, and move organizations toward a new "organizational democracy." Kenneth Cloke and Joan Goldsmith detail the practical opportunities, alternatives, and models for these new organizations and challenge leaders to transform their workplace environment into one shaped by a context of values, ethics, and integrity. They reveal how a combination of collaboration, self-management, and organizational democracy can break down long-standing boundaries and foster the far-reaching, sustainable changes critical to success in the twenty-first century. Zusammenfassung Aims to present a vision for creating a democratic organization that is both values-based and productively efficient. This book addresses problems that arise from dysfunctional management systems. Inhaltsverzeichnis Foreword: Warren Bennis. Introduction. PART ONE: MAKING A CASE FOR THE END OF MANAGEMENT. 1 The Revolution of Self-Management and Organizational Democracy. 2 A Brief History of Management. 3 The Emerging Theory of Self-Management. 4 Management Reduces Communication, Morale, and Motivation. 5 Management Constricts Quality and Customer Service. 6 The Double Bind of Managerial Change. 7 Breaking the Hold of Hierarchy, Bureaucracy, and Autocracy. 8 Where Do We Go from Here? PART TWO: A PRACTICAL GUIDE TO ORGANIZATIONAL DEMOCRACY. 9 Shape a Context of Values, Ethics, and Integrity. 10 Form Living, Evolving Webs of Association. 11 Develop Ubiquitous, Linking Leadership. 12 Build Innovative Self-Managing Teams. 13 Implement Streamlined, Open, Collaborative Processes. 14 Create Complex Self-Correcting Systems. 15 Integrate Strategically, and Change the Way We Change. 16 The Consequences of Organizational Democracy. Acknowledgments. The Authors. Index....

Auteur

Kenneth Cloke is director of the Center for Dispute Resolution and a mediator, arbitrator, consultant, and trainer.

Joan Goldsmith is an organizational consultant and educator specializing in leadership development and organizational change.

Cloke and Goldsmith draw on more than thirty years of practical experience in organizational consulting with hundreds of organizations in the United States and internationally, from Fortune 500 companies to government agencies, schools, and nonprofits. They are coauthors of four previous books, including Resolving Conflicts at Work (Jossey-Bass, 2000).

Résumé
Aims to present a vision for creating a democratic organization that is both values-based and productively efficient. This book addresses problems that arise from dysfunctional management systems.

Contenu

Foreword: Warren Bennis.
Introduction.
PART ONE: MAKING A CASE FOR THE END OF MANAGEMENT.
1 The Revolution of Self-Management and Organizational Democracy.
2 A Brief History of Management.
3 The Emerging Theory of Self-Management.
4 Management Reduces Communication, Morale, and Motivation.
5 Management Constricts Quality and Customer Service.
6 The Double Bind of Managerial Change.
7 Breaking the Hold of Hierarchy, Bureaucracy, and Autocracy.
8 Where Do We Go from Here?
PART TWO: A PRACTICAL GUIDE TO ORGANIZATIONAL DEMOCRACY.
9 Shape a Context of Values, Ethics, and Integrity.
10 Form Living, Evolving Webs of Association.
11 Develop Ubiquitous, Linking Leadership.
12 Build Innovative Self-Managing Teams.
13 Implement Streamlined, Open, Collaborative Processes.
14 Create Complex Self-Correcting Systems.
15 Integrate Strategically, and Change the Way We Change.
16 The Consequences of Organizational Democracy.
Acknowledgments.
The Authors.
Index.