A Management System Exempt from Power Learning to Manage with Consideration for Others

by Bourion, Christian

• ISBN13: 9780230002180
• ISBN10: 0230002188
• Format: Hardcover
• Copyright: 2006-08-22
• Publisher: Palgrave Macmillan

Summary

The author argues that power in organizations has negative and counter-productive effects. Instead, he argues for management systems exempt from power, based on self-guidance, and focused on the maximization of each individual's creative and other resources. Managers accordingly need to pay more attention to the development of efficiency, empathy, and imagination. Questionnaires are included to help readers assess themselves on their management approach.

Author Biography

CHRISTIAN BOURION is Professor at the University of Nancy, France, and Director of the Commercial Institute at the University of Nancy.

Table of Contents

List of Figures, Pyramids and Tables	ix
List of Questionnaires	xi
Foreword: Managing without Power	xiii
1 Management and Power: Rivals	1	(15)
Rational power and scientific management	2	(1)
Hierarchical power and military management	3	(1)
Identity power and corporate culture	4	(2)
The weakening of power and participative management	6	(1)
The end of power and the development of cooperative management	7	(1)
The turnaround of power: be less demanding, be self-demanding	8	(2)
Develop your skills through self-knowledge	10	(1)
Develop your skills through self-management	11	(1)
Develop your skills through emotional intelligence	12	(1)
Back to skill-based management, exempt from power	13	(2)
A brief overview of Chapter I	15	(1)
2 Expertise:Your First Skill	16	(25)
Rational values	16	(15)
The expert's approach	31	(2)
Memorandums and emails: technical information	33	(4)
Policies and procedures	37	(2)
A brief overview of Chapter 2	39	(2)
3 Develop Empathy: Your Second Essential Skill	41	(26)
Social values	41	(10)
The social executive's approach	51	(2)
The doting father approach	53	(9)
The Stockholm syndrome	62	(4)
A brief overview of Chapter 3	66	(1)
4 Fulfil your Creative Genius!	67	(24)
Emotional and creative values	67	(7)
The project developer's approach	74	(6)
The business lunch	80	(2)
Charm	82	(3)
Forecasting	85	(4)
Threats	89	(1)
A brief overview of Chapter 4	89	(2)
5 Solving Problems without Creating New Ones	91	(16)
The professional's approach	91	(3)
The manager's approach	94	(2)
The interview	96	(5)
The meeting	101	(3)
Negotiation	104	(1)
A brief overview of Chapter 5	105	(2)
6 Value Conflicts: An Indication of Progress	107	(19)
Distance and closeness	107	(3)
Flexible and uncompromising attitudes	110	(3)
Domineering and permissive attitudes	113	(3)
Excessive rigor: a crutch	116	(2)
Is egalitarianism a source of unfairness?	118	(2)
Is tolerance synonymous with weakness or strength?	120	(2)
The barrier between the internal and external environment	122	(1)
Discover what is right, not who is right	123	(1)
A brief overview of Chapter 6	124	(2)
Epilogue Local Management: Surfing between Communication and Power	126	(4)
From communication mediums to management tools	126	(2)
From management tools to power tools	128	(2)
Notes	130	(8)
Chronological Bibliography	138