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By Frederic Laloux. Published by Nelson Parker.
The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs.
Call it what you will--Self-Management, Holarchy, ROWE--but we are definitely seeing a rise in the number of workplaces that are ditching traditional management. Pam Ross's January article with the Huffington Post introduces several companies that are experimenting with how to best organize work.
For his article in the Fall 2013 issue of The Conference Board Review ("Who's In Charge Here?"), Vadim Liberman researched a variety of self-managed companies and presents ways in which learning about "bossless organizations can teach you how to be a better boss."
By Gary Hamel. Published by Jossey-Bass.
In What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation, Gary Hamel (author of “First, Let’s Fire all the Managers,” the recent Harvard Business Review article profiling Self-Management at Morning Star, and co-founder of the Management Innovation eXchange, http://www.hackmanagement.com), challenges his reader to question the fundamentals that underlie organizations based on five things that he believes matter now, more than ever. The book, broken into five main sections, is, from start to finish, Hamel's prescription for building winning organizations.
With The Culture Game: Tools for the Agile Manager, Daniel Mezick has given organizations a set of not-so-secret success formulas. His writing is crisp, cogent and to the point. Best example: his riposte to people that check e-mail in meetings is “Give me a break”.