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Unchaining the chain of command

By:

Rubinyi, Paul

Material type: Text

TextPublication details: Crisp Pub. Menlo ParkUS 1998Description: xv, 104 pAction note:

3/7/00 M2LMGR

Summary: Presents the organization as a system and addresss the need to understand the laws of system behaviour. Shows how system thinking can help corporate managers, and offers a number of novel concepts, methods and techniques for 'unchaining the chain of command'. These include: replacing the control-and-command principle with systematic relationships, teamwork, self-coordination and common value systems; focusing on the total picture; and letting operators operate at a very high degree of freedom within corporate parameters.

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Presents the organization as a system and addresss the need to understand the laws of system behaviour. Shows how system thinking can help corporate managers, and offers a number of novel concepts, methods and techniques for 'unchaining the chain of command'. These include: replacing the control-and-command principle with systematic relationships, teamwork, self-coordination and common value systems; focusing on the total picture; and letting operators operate at a very high degree of freedom within corporate parameters.

3/7/00 M2LMGR

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