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Framebreak: The Radical Redesign of American Business

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This bold and thought-provoking challenge to American business explains how by breaking the frame of outdated organizational forms, businesses can break free of the systemic forces holding them back and face the complex ethical demands of business now and in the twenty-first century. Proposes a strikingly new and different design for organizations based on four key dimensions of business life and success: knowledge and learning, recovery and development, service and ...
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1994 Hard cover New in new dust jacket. Square and tight-Pages bright without marks or plates-Fast shipping Sewn binding. Cloth over boards. 156 p. Jossey-Bass Management. ... Audience: General/trade. Read more Show Less

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Overview

This bold and thought-provoking challenge to American business explains how by breaking the frame of outdated organizational forms, businesses can break free of the systemic forces holding them back and face the complex ethical demands of business now and in the twenty-first century. Proposes a strikingly new and different design for organizations based on four key dimensions of business life and success: knowledge and learning, recovery and development, service and spirituality, and operations.

The authors propose a strikingly new design for organizations based around four conceptual dimensions: knowledge and learning; recovery and development; world service and spirituality; and operations. Each dimension analyzes, interprets, and responds to the organization and the outside world from a different perspective. Approx.

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Editorial Reviews

Publishers Weekly - Publisher's Weekly
In this captivating work, Mitroff ( The Unreality Industry ), Mason ( Challenging Strategic Planning Assumptions ) and management consultant Pearson postulate that the draconian downsizing of America's corporations has resulted from dysfunctional ``multifunctional, multidivisional, and hierarchic'' organizations. They observe that ``The large bureaucracies of the nineteenth and twentieth century have become victims of their past success . . . trapped inside a form that no longer works.'' The authors argue that we must reconceptualize the business organization as a whole around substantive functions: issues and crisis management, total quality management, environmentalism, globalism and ethics. Their total systems approach draws heavily on a what they say is a radical new structure that encompasses four major dimensions: (1) knowledge and learning, (2) recovery and development, (3) world service and spirituality and (4) world-class operations. Deftly using case studies (e.g., Exxon, The Body Shop) and a sharply focused narrative, the authors have crafted a work that is too brief but intriguing. (Apr.)
Library Journal
A thin volume that begins by quoting Winnie the Pooh and ends with an adaptation for American business of the Alcoholics Anonymous 12-step program, this work is, after a fashion, a manifesto aimed at America's corporate executives. It seeks to convince top executives to view their corporations and the business world holistically. The authors, who all teach at business schools, espouse a program they call Total Ethical Management. Organizations, they suggest, should create four distinct centers within their structures focusing on the handling of information, the psychological well-being of all employees, service to humanity, and corporate vision and global implications. If business people and professors can reflect on the New Age message of this work, radical changes in the way managers conduct organizations could result. Recommended for libraries with substantial holdings in management and organizational behavior.-Randy Abbott, Univ. of Evansville Libs., Ind.
David Rouse
Mitroff and his two coauthors are business and management academicians. Mitroff has written a number of books; most recently, with Harold Linstone, "The Unbounded Mind" 1993. That book argued for a nonlinear, systems approach to thinking, problem solving, and decision making. This surprisingly slim volume asserts that such new approaches to management cannot work unless old management and organizational structures are radically altered. They propose a new philosophy of "total ethical management" in which organizations serve people rather than the opposite, and they emphasize the inseparability and interconnectedness of events in complex systems. The authors also suggest that organizations must be designed to gather, organize, and disseminate information; to acknowledge and treat both organizational and individual emotional complexities, impediments, and dysfunctions; to promote the spiritual lives of employees; and to continually reinvent themselves.
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Product Details

  • ISBN-13: 9781555426064
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 3/1/1994
  • Series: Business-Management Series
  • Edition description: 1st
  • Edition number: 1
  • Pages: 156
  • Product dimensions: 5.79 (w) x 8.53 (h) x 0.73 (d)

Table of Contents

Preface
The Authors
1 The Demise of the Modern Organization 3
2 A Vision of the New Organization 15
3 Knowledge and Learning 41
4 Recovery and Development 53
5 World Service and Spirituality 77
6 World-Class Operations 97
7 Radical Steps Toward a Radical Redesign 121
8 Total Ethical Management 129
Notes 141
Index 151
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