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This bold and thought-provoking challenge to American business explains how by breaking the frame of outdated organizational forms, businesses can break free of the systemic forces holding them back and face the complex ethical demands of business now and in the twenty-first century. Proposes a strikingly new and different design for organizations based on four key dimensions of business life and success: knowledge and learning, recovery and development, service and spirituality, and operations.

Tabla de contenidos provista por Syndetics

• Part 1 Business Not As Usual
• 1 The Demise of the Modern Organization
• 2 A Vision of the New Organization
• Part 2 The New Order of Business
• 3 Knowledge and Learning
• 4 Recovery and Development
• 5 World Service and Spirituality
• 6 World-Class Operations
• Part 3 The New Spirit of Business
• 7 Radical Steps Toward a Radical Redesign
• 8 Total Ethical Management

Reseñas proporcionadas por Syndetics

Library Journal Review

A thin volume that begins by quoting Winnie the Pooh and ends with an adaptation for American business of the Alcoholics Anonymous 12-step program, this work is, after a fashion, a manifesto aimed at America's corporate executives. It seeks to convince top executives to view their corporations and the business world holistically. The authors, who all teach at business schools, espouse a program they call Total Ethical Management. Organizations, they suggest, should create four distinct centers within their structures focusing on the handling of information, the psychological well-being of all employees, service to humanity, and corporate vision and global implications. If business people and professors can reflect on the New Age message of this work, radical changes in the way managers conduct organizations could result. Recommended for libraries with substantial holdings in management and organizational behavior.-Randy Abbott, Univ. of Evansville Libs., Ind. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Publishers Weekly Review

In this captivating work, Mitroff ( The Unreality Industry ), Mason ( Challenging Strategic Planning Assumptions ) and management consultant Pearson postulate that the draconian downsizing of America's corporations has resulted from dysfunctional ``multifunctional, multidivisional, and hierarchic'' organizations. They observe that ``The large bureaucracies of the nineteenth and twentieth century have become victims of their past success . . . trapped inside a form that no longer works.'' The authors argue that we must reconceptualize the business organization as a whole around substantive functions: issues and crisis management, total quality management, environmentalism, globalism and ethics. Their total systems approach draws heavily on a what they say is a radical new structure that encompasses four major dimensions: (1) knowledge and learning, (2) recovery and development, (3) world service and spirituality and (4) world-class operations. Deftly using case studies (e.g., Exxon, The Body Shop) and a sharply focused narrative, the authors have crafted a work that is too brief but intriguing. (Apr.) (c) Copyright PWxyz, LLC. All rights reserved

CHOICE Review

The authors--academics with extensive consulting experience--enhance their reputations for innovation with this concise, forceful tocsin. They linger only briefly on the inadequacies of the traditional functions and structures of modern multidivisional organizations to meet current business and human needs. They identify six key functions requiring organizational competence: issues management, crisis management, total quality management, globalism, environmentalism, and ethics. The authors assert that a firm must assess its relative strengths and weaknesses and redesign its organization accordingly. A total-systems approach must make all six functions part of every employee's job. Leadership in a "radical new structure" will link four major dimensions: knowledge and learning, recovery and development, world service and spirituality, and world-class operations. Two highlights of the volume are the discussion of applying the "twelve steps" of Alcoholics Anonymous to organizational dysfunction, and emphasis on process and human importance over product engineering or efficiency. The resulting "total ethical management" reflects new management principles and requires new leadership practices. Even without detailed blueprints, the authors' case is persuasive. Recommended for upper-division undergraduate through professional audiences. J. C. Thompson; University of Connecticut

Booklist Review

Mitroff and his two coauthors are business and management academicians. Mitroff has written a number of books; most recently, with Harold Linstone, The Unbounded Mind (1993). That book argued for a nonlinear, systems approach to thinking, problem solving, and decision making. This surprisingly slim volume asserts that such new approaches to management cannot work unless old management and organizational structures are radically altered. They propose a new philosophy of "total ethical management" in which organizations serve people rather than the opposite, and they emphasize the inseparability and interconnectedness of events in complex systems. The authors also suggest that organizations must be designed to gather, organize, and disseminate information; to acknowledge and treat both organizational and individual emotional complexities, impediments, and dysfunctions; to promote the spiritual lives of employees; and to continually reinvent themselves. ~--David Rouse

Notas de autor provistas por Syndetics

IAN I. MITROFF is the author of many books including The Unbounded Mind (1993). He is Harold Quinton Distinguished Professor of Business Policy and Strategic Management and director of the Center for Crisis Management at the Graduate School of Business, University of Southern California. RICHARD O. MASON is professor of management and former dean of the Cox School of Business at Southern Methodist University. CHRISTINE M. PEARSON is coauthor (with Ian Mitroff) of Crisis Management (Jossey-Bass, 1993) and is assistant professor of management at the University of North Carolina at Chapel Hill.