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More About This Title The End of Management and the Rise of Organizational Democracy
English
English
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).
English
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.
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"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) "A challenging and provocative treatise on how to humanize the workplace. At a time when we are all searching for leadership and striving to find a road map which will help us open our minds, our hearts, and our courage in all areas of our lives, along comes this book to show us the way." —Majorie Randolph
"A book that is bristling with wisdom and practical advice. There is not a stale or tired thought on any page. In short, the authors have produced a very important book, one that promises to change the entire foundation of what we have wrongly taken as management." —Ian I. Mitroff, Harold Quinton Distinguished Professor of Business Policy, Marshall School of Business, University of Southern California
"The potential today for beneficial business and process change is enormous. But such changes will only happen if the practice of management changes. This book provides a road map for the leadership journey ahead." —Jim Champy, Chairman, Perot Systems Consulting
"Goldsmith and Cloke have been inside enough organizations to know how dysfunctional most of them are. Here's a prescription for radical change—creating organizations that work better and that serve people better than anything we have now." — John Case, author of Open-Book Management
"Cloke and Goldsmith have shown the way in this remarkable book. They are our advance scouts, and for that I extend a deep bow of respect for their courage and wisdom." —Warren Bennis, University Professor Distinguished Professor of Business Administration Founding Chairman, Leadership Institute Professor, MOR & Finance and Business Economics Department of Management and Organization
