The New Management
Bringing Democracy and Markets Inside Organizations
1st Edition
Published on 13. August 1998
328 pages
978-1-60994-601-2 (ISBN)
Description
A guide to the parallel revolutions in technology, organizations, and leadership, this practical yet thought-provoking book presents a wealth of evidence to show that the two recurrent themes of democracy and enterprise are transforming our institutions. Organizations are becoming changing clusters of entrepreneurial units working together to form "internal markets," while this diversity is being integrated into a "corporate community" that unites the interests of investors, workers, clients, business partners, and the public. Even fierce competitors are cooperating.
o "Serving enterprises" make customers working partners in the creation of value
o "Knowledge entrepreneurs" form teams of self-managed internal enterprises
o "Internal markets" and "Corporate community" harness external forces to drive continuous change
o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners
o "Intelligent growth" offers strategic advantage that is ecologically benign
Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading.
Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.
o "Serving enterprises" make customers working partners in the creation of value
o "Knowledge entrepreneurs" form teams of self-managed internal enterprises
o "Internal markets" and "Corporate community" harness external forces to drive continuous change
o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners
o "Intelligent growth" offers strategic advantage that is ecologically benign
Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading.
Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.
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HALAL
The New Management: Bringing Democracy and Markets Inside Organizations
Bringing Democracy and Markets Inside Organizations
Book
08/1998
Berrett-Koehler
€19.00
Shipment within 3-4 weeks
Person
Bill Halal discovered the interest that led to this book while working as an aerospace engineer on the Apollo program. He had obtained a B.S. in aerospace engineering from Purdue, served in Europe for three exciting years as an Air Force officer, and then joined Grumman when the company was awarded the NASA contract to build the Lunar Module. It was the thrill of a lifetime to see that first "spaceship" land on the Moon. But he felt a keen need to become engaged in something that concerned people and society, some as yet undefined interest closer to the heart of life.
Content
Foreword, Raymond E. Miles
Acknowledgments
Introduction: From Capitalism to Democratic Enterprise
Chapter 1: Management in Transition: Bridging That Divide Between the Old and the New
PART ONE: Redefining the Foundation of Management
Chapter 2: From Hierarchy to Enterprise: Internal Markets Are the New Form of Organization Structure
Chapter 3: From Profit to Democracy: Corporate Community Is the New Form of Organization Governance
Chapter 4: The New Management Synthesis: Uniting Internal Markets and Corporate Community
PART TWO: Building an Entrepreneurial Community
Chapter 5: The Serving Enterprise: Relinquishing Our Grip on Self-Interest
Chapter 6: Knowledge Entrepreneurs: A Working Contract of Rights and Responsibilities
Chapter 7: Intelligent Growth: Balancing Ecological Health and Economic Progress
PART THREE: Leading in the New Economic Order
Chapter 8: Continuous Change: Rooting the Organization into Its Environment
Chapter 9: Inner Leadership: How to Handle the Coming Power Shift
Chapter 10: Managing a Unified World: Global Order out of Local Institutions
Conclusion
Drawing on the Power of Heritage
Appendixes
A B C
The Organization Exercise
The Stakeholder Meeting
Corporations in Transition Study
Index
The Author
Acknowledgments
Introduction: From Capitalism to Democratic Enterprise
Chapter 1: Management in Transition: Bridging That Divide Between the Old and the New
PART ONE: Redefining the Foundation of Management
Chapter 2: From Hierarchy to Enterprise: Internal Markets Are the New Form of Organization Structure
Chapter 3: From Profit to Democracy: Corporate Community Is the New Form of Organization Governance
Chapter 4: The New Management Synthesis: Uniting Internal Markets and Corporate Community
PART TWO: Building an Entrepreneurial Community
Chapter 5: The Serving Enterprise: Relinquishing Our Grip on Self-Interest
Chapter 6: Knowledge Entrepreneurs: A Working Contract of Rights and Responsibilities
Chapter 7: Intelligent Growth: Balancing Ecological Health and Economic Progress
PART THREE: Leading in the New Economic Order
Chapter 8: Continuous Change: Rooting the Organization into Its Environment
Chapter 9: Inner Leadership: How to Handle the Coming Power Shift
Chapter 10: Managing a Unified World: Global Order out of Local Institutions
Conclusion
Drawing on the Power of Heritage
Appendixes
A B C
The Organization Exercise
The Stakeholder Meeting
Corporations in Transition Study
Index
The Author
