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(s): Christian Bourion
Publisher: Palgrave Macmillan
Year: 2006
Language: English
Pages: 192
Cover......Page 1
Contents......Page 8
List of Figures, Pyramids and Tables......Page 10
List of Questionnaires......Page 12
Foreword: Managing without Power......Page 14
1 Management and Power: Rivals......Page 22
Rational power and scientific management......Page 23
Hierarchical power and military management......Page 24
Identity power and corporate culture......Page 25
The weakening of power and participative management......Page 27
The end of power and the development of cooperative management......Page 28
The turnaround of power: be less demanding, be self-demanding......Page 29
Develop your skills through self-knowledge......Page 31
Develop your skills through self-management......Page 32
Develop your skills through emotional intelligence......Page 33
Back to skill-based management, exempt from power......Page 34
A brief overview of Chapter 1......Page 36
Rational values......Page 37
The expert’s approach......Page 52
Memorandums and emails: technical information......Page 54
Policies and procedures......Page 58
A brief overview of Chapter 2......Page 60
Social values......Page 62
The social executive’s approach......Page 72
The doting father approach......Page 74
The Stockholm syndrome......Page 83
A brief overview of Chapter 3......Page 87
Emotional and creative values......Page 88
The project developer’s approach......Page 95
The business lunch......Page 101
Charm......Page 103
Forecasting......Page 106
A brief overview of Chapter 4......Page 110
The professional’s approach......Page 112
The manager’s approach......Page 115
The interview......Page 117
The meeting......Page 122
Negotiation......Page 125
A brief overview of Chapter 5......Page 126
Distance and closeness......Page 128
Flexible and uncompromising attitudes......Page 131
Domineering and permissive attitudes......Page 134
Excessive rigor: a crutch......Page 137
Is egalitarianism a source of unfairness?......Page 139
Is tolerance synonymous with weakness or strength?......Page 141
The barrier between the internal and external environment......Page 143
Discover what is right, not who is right......Page 144
A brief overview of Chapter 6......Page 145
From communication mediums to management tools......Page 147
From management tools to power tools......Page 149
Notes......Page 151
Chronological Bibliography......Page 159
