End of management and the rise of organizational democracy

Abstract

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.

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