The End of Management and the Rise of Organizational Democracy

This is a great call for a change in the way organizations are led. Another, book written several years earlier and bearing a similar title discussed similar ideas and went even further in many ways, actually calling for an end to management altogether. My book The End of Management provides additional information, including a discussion of the science of complex adaptive systems applied to enterprise.

As a leadership coach for 30 years and an organizational consultant for 25 years I can't believe I missed this book (published in 2002) until now. Though I haven't finished reading it, it is already on my list of must-read business books. You should probably take into account my bias: I'm a flat-out proponent of organizational democracy which has informed my work for years. But even if you disagree with the authors' premise - that the tide of history is running against hierarchy, bureaucracy, and autocracy in our organizations - you will want to hear their case. And if you're seeking some confirmation that workforce democracy can work in a large corporation, read Ricardo Semler's books, "Maverick" and "The Seven-Day Weekend."

This review is a shorter one I wrote for the journal Personnel Psychology. I couldn't resist reviewing this book. Its title is beguilingly ambiguous. I had to see what it really meant. Are the authors describing a reality I have yet to discover? Or are they prophesying? Or writing a manifesto? Or wishfully thinking? The authors, both organizational consultants who "have drawn on over thirty years experience with hundreds of organizations," raise and dismiss in the same sentence the fourth interpretation. But can it be so confidently dismissed? The book was written "as a tool to help build more collaborative, democratic, self-managing organizations." Note the use of multiple qualifiers. Done occasionally would be tolerable, but the authors' habit of frequently tacking three and four onto nouns and of also running trains of verbs and nouns in a single sentence annoyed me a bit (e.g., "---we have separated, disengaged, detached, distinguished, and divided---in order to clarify, categorize, and recommend---."). Part One is devoted to "making a case for the end of management" through a review and a critique of hierarchies and their management. In tracing the evolution of management, three of the influences posited by the authors had never occurred to me before yet seem quite plausible. They are slavery, then serfdom, and much later on, increasing governmental regulations that the regulated have to increasingly manage. Nor was I aware that the French novelist, Honore de Balzac, and I share the same sentiment, namely, that bureaucracy is "a gigantic power set in motion by dwarfs." I also learned that "hierarchy" stems from the Greek word hieros, which means holy, implying sacred power at the top, and that a contrasting word, "heterarchy," stems from heteros, meaning neighbors. The authors dust off and briefly examine Taylorism, scientific management, and Theory X rationales. I wish they had gone further in their review to present and debate more recent and starkly opposite arguments, including those that are unabashed paeans to hierarchies and bureaucracies (e.g., du Gay, 2000; Jaques, 1990). Making their case includes presenting, each in a separate chapter, the familiar arguments that management "reduces communication, morale, and motivation," "constricts quality," and is intransigent, resisting change and innovation. While I think a separate chapter should also have been given to the moral inferiority of hierarchies, it's very clear throughout the book that the authors recognize such organizations foster unethical conduct by their members, and a separate chapter in Part Two is devoted to suggestions on how to "shape a context of values, ethics, and integrity." The authors argue that hierarchies are the source of bureaucracy, the formal mechanisms that support the organizational structure and provide a "safe haven" where managers can escape accountability and exercise autocratic power. Each of these elements reinforces the other. They also viol

Newscasts are filled with reports of democracy's relentless spread across the planet, but less is heard of its expansion through the corporate world. Just as dictators and oligarchs everywhere are being toppled from power, the hierarchical management structures that have governed organizations since before the industrial revolution are falling. Their usurper is self-management - the concept that motivated employees empowered to make their own decisions will work harder, faster and smarter than their rigidly controlled counterparts. Kenneth Cloke and Joan Goldsmith document this organizational coup and instruct executives on how to incite the revolution in their own companies. While acknowledging the scarcity of hard data to prove some of the book's assertions, we from getAbstract highly recommend The End of Management to all executives for its innovative take on modern organizational theory.

This is the best book on the changing face of management that I've read in 10 years. As part of the new Warren Bennis Management series, it provides the framework for the new Organizational Democracy and how it can (and should!) replace the outdated, ineffective heirarchical forms of management most common today. If you manage or lead a team, department or organization and desire to manage less and produce more, this is the book for you. I felt the same excitement in reading this book as I did when I read Drucker's classic many years ago.The chapter entitled "A Brief History of Management" is worth the price of the book -- and its just 10 pages. In the rest of the book you will be given step-by-step guidance for implementing a new way of managing. Among the many practical applications of this book, you will learn:How to shape ValuesHow to create Webs of AssociationHow to develop Self-managing TeamsHow to implement Effective Processand How to produce Self-correcting Systems.Management (Drucker) is dead, long live management (Cloke).Nelson Searcy, Chief Innovation Officer, Smartleadership.com