Scientific Essay from the year 2011 in the subject Business economics - Business Management, Corporate Governance, language: English, abstract: This paper aims to focus on wider usage of some predominantly political terms like democracy, voting, expansionism, gender equality, etc. in relation to democracy in management. It also seeks to introduce relatively or altogether new terms like quasi command and control framework, left wing management and management left. Along with six points of corporate democracy provided by Gratton (2004), the paper seeks to append seven more points to elucidate the broader concept of the same.
Company democracy is often misunderstood in the business context as democracy is usually related to politics. In this book, the authors present a different dimension. They focus first on democracy from an organizational culture perspective and then offer employees opportunities to understand and apply democracy from the company floor level. The Company Democracy Model (CDM) is an industry-wide, practical methodology for knowledge management utilization under applied philosophical thinking. The model progresses through a framework in which an organizational evolutionary spiral method empowers the creation of knowledge-based democratic cultures for wise and effective strategic management and leadership. This new innovative methodology, supported with techniques and processes, can gain/create many ideas, insights, innovations, new products, and services that can benefit a company. One purpose of using the model is to create a robust conceptual framework as a theoretical basis for a business strategy that promotes sustainable, continuous, and democratic development. Another purpose is to emphasize the importance of intellectual capital and compare capital-related and human-related business issues in shaping a company’s competitiveness, profitability, productivity, performance, and shared value. A third purpose is to use its symbolic infrastructure that builds solid democratic systems for viable business development and management. Finally, the described purposes give the reader new ideas to change and improve the design of business activities in a collective and modern democratic way.
Pundits and social observers have voiced alarm each year as fewer Americans involve themselves in voluntary groups that meet regularly. Thousands of nonprofit groups have been launched in recent times, but most are run by professionals who lobby Congress or deliver social services to clients. What will happen to U.S. democracy if participatory groups and social movements wither, while civic involvement becomes one more occupation rather than every citizens right and duty? In Diminished Democracy, Theda Skocpol shows that this decline in public involvement has not always been the case in this countryand how, by understanding the causes of this change, we might reverse it.
The Democratic Leader argues that leaders occupy a unique place in democracies. The foundational principle of democracy — popular sovereignty — implies that the people must rule. Yet the people can rule only by granting a trust of authority to individual leaders. This produces a tension that results in a unique type of leadership, specifically, democratic leadership. Democratic leaders, once they have the confidence and authority of the people, are very powerful because they rule through consent and not through fear. Yet in many respects they are the weakest of leaders, because democrats distrust leaders and impose on them a range of far-reaching constraints—legal, moral and political. The democratic leader must perpetually navigate the powerful and contending forces of public cynicism, founded in the suspicion that all leaders are self-interested power-seekers, and of public idealism, founded in a perennial hope that good leaders will act nobly by sacrificing themselves for the people. The Democratic Leader suggests that the inherent difficulty of this form of leadership cannot be resolved, and indeed is necessary for securing the strength and stability of democracy.
Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also discusses the phenomenon of managerial authority, the authority that guides nongovernmental organization, and argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. Originally published in 1994. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.
Market_Desc: · Leaders· Executives· Managers Special Features: · The book is endorsed by Peter Senge, Jim Champy, Rosabeth Moss Kanter this is another noteworthy volume in the prestigious Warren Bennis Signature Series. · It puts forth a vision for creating new forms of economic organization that are simultaneously values-based and productively efficient.· This text weaves together major management themes--collaborative process, values, 360-degree feedback--into a whole that is truly new and refreshing. About The Book: This book calls for a radical set of organizational development initiatives that will combat the destructive forces of globalization and promote sustainable forms of organizational life--and move organizations to organizational democracy. This call to action places the responsibility for change squarely on the shoulders of both the managers and the employees themselves. Kenneth Cloke and Joan Goldsmith have worked for twenty-five years to help organizations address problems that arise from dysfunctional management systems.
In a series of remarkable forays, Post develops an original account of how law functions in a democratic society. He draws on work in sociology, philosophy, and political theory, to offer a radically new perspective on some of the most pressing constitutional issues of our day, such as the regulation of racist speech, pornography, and privacy.
Those who implement policies have the discretion to shape democratic values. Public administration is not policy administered, but democracy administered.
Prevailing models of organisation divide people into owners, managers and employees, forcing especially the latter to obey, to behave, and to function well within a hierarchical and managerial pecking order. However, there is no natural law suggesting the need for such organisations, not in market economies and definitely not in modern democratic societies – and there is no justification for such types of organisation. Arguing that most current organisations are orthodox, hierarchical, anti-democratic, oppressive, unfair, and unjust, this book presents a viable alternative, a better type of organisation – the democratic organisation. Diefenbach develops and provides step by step a systematic, comprehensive, thorough, and detailed general model of the democratic organisation. He describes the democratic organisation’s fundamental principles, values, governance, management, structures, and processes, and the ways it functions and operates both within the organisation and towards others and the environment. Crucially, and most importantly, the democratic organisation provides the institutions and organisational context for individuals to maintain and pursue their fundamental freedoms, inalienable rights, and dignity; to manage organisations in democratic, participative, and cooperative ways; and to conduct business in considerate, balanced, and sustainable ways. This book will be of interest to researchers, academics, practitioners, and students in the fields of management, organisation studies, strategic management, business ethics, entrepreneurship, and family business.
The public sector continues to play a strategic role across the world and in the last thirty years there have been major shifts in approaches to its management. This text identifies the trends in public management and the effects these have had, as well as providing a broad overview to each topic.
