4The New Management Synthesis
Uniting Internal Markets andCorporate Community
The two previous chapters showed that the foundation of the New Management is being built by extending enterprise and democracy into organizations. Just a few years ago, the typical large corporation was an authoritarian, top-down structure that behaved not too differently from the centrally planned economies of Communist nations. But today’s large organizations are disaggregating into loosely connected clusters of autonomous business units that form “internal markets.” And to gain the support of their stakeholders, managers are forming “corporate communities” that unify financial and social interests.
While these two major trends are unmistakable, they also elicit ...
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