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The New Management

Book 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.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Contents
  6. Foreword
  7. Acknowledgments
  8. Introduction From Capitalism to Democratic Enterprise
    1. • The Contradictions between Capital and Knowledge
    2. • A New Foundation Built on American Ideals
    3. • The Coming Parallel Revolutions
    4. • The Technology Revolution: Just the Beginning of Unstoppable Change
    5. • The Organizational Revolution: Management from the Bottom-Up and the Outside-In
    6. • The Leadership Revolution: Relinquishing the Illusion of Control
  9. Chapter 1 Management in Transition: Bridging That Divide Between the Old and the New
    1. • What Really Is the New Management?
    2. • A Forecast of the New Management Paradigm
    3. • Applying New Concepts to a Changing World
  10. Part One: Redefining the Foundation of Management
    1. Chapter 2 From Hierarchy to Enterprise: Internal Markets Are the New Form of Organization Structure
      1. • Rise of the Entrepreneurial Organization
      2. • Principles of Internal Markets
      3. • The Flowering of Enterprise
    2. Chapter 3 From Profit to Democracy: Corporate Community Is the New Form of Organization Governance
      1. • The Evolution of Economic Cooperation
      2. • Principles of Corporate Community
      3. • The Extension of Democracy
    3. Chapter 4 The New Management Synthesis: Uniting Internal Markets and Corporate Community
      1. • The Creative Tension Between Markets and Community
      2. • Guides to Achieving Organizational Balance
      3. • Drawing Unity out of Diversity
  11. Part Two: Building an Entrepreneurial Community
    1. Chapter 5 The Serving Enterprise: Relinquishing Our Grip on Self-Interest
      1. • From Selling to Serving
      2. • Principles of the Serving Enterprise
      3. • Making the Client a Partner
    2. Chapter 6 Knowledge Entrepreneurs: A Working Contract of Rights and Responsibilities
      1. • Redefining the Employment Relationship
      2. • Principles of Knowledge Work
      3. • Work Life in the Information Age
    3. Chapter 7 Intelligent Growth: Balancing Ecological Health and Economic Progress
      1. • Reconciling Economics and Environment
      2. • Principles of Environmental Management
      3. • The Power of Economic Reality
  12. Part Three: Leading in the New Economic Order
    1. Chapter 8 Continuous Change: Rooting the Organization into Its Environment
      1. • Old Approaches to a New Challenge
      2. • Principles of Continuous Change
      3. • Control of Living Organizations
    2. Chapter 9 Inner Leadership: How to Handle the Coming Power Shift
      1. • The Changing Illusion of Power
      2. • Principles of Inner Leadership
      3. • Making Participation Work
    3. Chapter 10 Managing a Unified World: Global Order out of Local Institutions
      1. • The Dilemma of Capitalism Versus Community
      2. • Economic Imperatives of the Information Age
      3. • The Emerging Shape of the New Economic Order
  13. Conclusion Drawing on the Power of Heritage
  14. Appendixes
    1. A The Organization Exercise
    2. B The Stakeholder Meeting
    3. C Corporations in Transition Study
  15. Index
  16. The Author