Product Description

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.

Product Details

• Amazon Sales Rank: #254026 in Books
• Published on: 2002-02-13
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 300 pages

Amazon.co.uk Review
"Managers," proclaims Kenneth Cloke and Joan Goldsmith in the opening to The End of Management and the Rise of Organizational Democracy, "are the dinosaurs of our modern organizational ecology." And after effectively showing how this long-ruling corporate species of "overseers, surrogate parents, scolds, monitors, functionaries, disciplinarians, bureaucrats and lone implementers" are now as out-of-date as those other behemoths that once ruled the earth, the authors present a practical framework for replacing them with the "visionaries, leaders, coordinators, coaches, mentors, facilitators and conflict resolvers" they believe are needed for the 21st century. Cloke, a specialist in conflict resolution, and Goldsmith, an organisational consultant and educator, do an excellent job of delineating specific drawbacks to the old system in the first part of their book--and an equally fine job in the second of laying out building blocks for their new approach. Wisely renouncing a one-size-fits-all solution, they delve deeply into the flexible principles behind seven strategies (Shape a Context of Values, Ethics and Integrity; Form Living, Evolving Webs of Association; Develop Ubiquitous, Linking Leadership; Build Innovative Self-managing Teams; Implement Streamlined, Open, Collaborative Processes; Create Complex, Self-correcting Systems; Integrate Strategically, and Change the Way We Change) that should help anyone steer an organization in this contemporary direction. --Howard Rothman

Review
"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)

Review
"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)