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The Age of Heretics: A History of the Radical Thinkers Who Reinvented Corporate |
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The Age of Heretics: A History of the Radical Thinkers Who Reinvented Corporate |
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基本信息·出版社：Jossey-Bass
·页码：432 页
·出版日期：2008年07月
·ISBN：0470190701
·条形码：9780470190708
·装帧：精装
·正文语种：英语
·丛书名：J-B Warren Bennis Series
·外文书名：异端时代: 重新改造企业管理的激进思想家历史
内容简介 在线阅读本书
In this second edition of his bestselling book, author Art Kleiner explores the nature of effective leadership in times of change and defines its importance to the corporation of the future. He describes a heretic as a visionary who creates change in large–scale companies, balancing the contrary truths they can’t deny against their loyalty to their organizations.
The Age of Heretics reveals how managers can get stuck in counterproductive ways of doing things and shows why it takes a heretical point of view to get past the deadlock and move forward.
作者简介 Art Kleiner is the editor–in–chief of the quarterly magazine strategy+business (http://www.strategy–business.com). He is the author or coauthor of several acclaimed business books, and is a faculty member at New York University′s Interactive Telecommunications Program. His articles have been published in a variety of places, including
Wired,
Fast Company,
Harvard Business Review, and
The New York Times Magazine.
编辑推荐 Amazon.com Review Radical behavior is rarely acknowledged as a characteristic of the corporate world, where status quo is generally king and revolutionary thought usually banished to the fringes. In
The Age of Heretics, however, journalist Art Kleiner shows that a powerful group of progressive thinkers really did exist within the realm of traditional business during the tumultuous 1960s. These figures actually helped transform that environment just as their better-known antiestablishment allies were reshaping other institutions throughout society.
--This text refers to an out of print or unavailable edition of this title. From Publishers Weekly Kleiner's freewheeling portrait gallery focuses on corporate mavericks of the 1950s, '60s and '70s who pioneered self-managing work teams, responsiveness to customers, grassroots organizing and other ways to imbue corporations with a sense of the value of human relationships. Starting with British management scientist Eric Trist, whose experiments in industrial democracy in the 1940s laid the groundwork for U.S. managerial innovations of the 1980s, Kleiner afterward profiles General Foods manager Lyman Ketchum, who launched the work-team concept at a Topeka pet-food plant in the early 1970s; he then discusses how Royal Dutch/Shell in England switched from rigid numbers-based forecasting to "scenario planning," a method of predicting alternative patterns of global energy demand. Also spotlighted are MIT computer scientist Jay Forrester's design of the "Limits of Growth" model of the world's economic future; community/labor organizer Saul Alinsky's drive to change Kodak's hiring policies; and Stanford Research Institute engineer Willis Harman's parapsychology experiments and his campaign urging the federal government to adopt an ecological ethic. Kleiner, a freelance business reporter who has edited The Whole Earth Catalog, serves up a smorgasbord of status quo-changing ideas.
Copyright 1996 Reed Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title. From Library Journal The heretics that concern Kleiner, most recently an editor for The Whole Earth Catalog, are modern-day dissidents working for U.S. companies who chose to advocate change during the 1960s and 1970s. The changes ranged from experimental plants to new corporate boardroom philosophies. GM especially illustrated the latter when it nominated to its board of directors Rev. Leon Sullivan, who subsequently became "one of the key figures of corporate change." Like religious heretics, corporate heretics have encountered resistance to their new ideas, and some saw their careers effectively destroyed. But out of these new ideas came such concepts as management teams, the pursuit of excellence, the striving for corporate social responsibility, and shareholder activism. While Kleiner's book is packed with the names of corporate heretics, some of them are not clearly identified and their contribution to the corporate change movement is not really made clear. Recommended for larger academic libraries and collections with an interest in business history.?Richard S. Drezen, Washington Post News Research Ctr., Washington, D.C.
Copyright 1996 Reed Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title. From Booklist Kleiner is a freelance business writer who has also been a contributing editor for
Whole Earth Review. In addition, he was a coauthor of organizational learning guru Peter Senge's
Fifth Discipline Fieldbook (1994). Kleiner has compiled here a history of contemporary management ideas dating from World War II. Many of these ideas evolved from both Eastern and Western spiritual traditions and from humanistic psychology, and were in reaction to concepts such as Frederick Taylor's "scientific management" that had dominated management thinking to that point. Kleiner portrays the advocates of these "new" ideas as heretics because, primarily during the 1950s and 1960s, when they became most active, they chose to fight for change "within the system" rather than "dropping out" as did many of their counterparts. Kleiner suggests that such now widely accepted notions as corporate social responsibility and organizational teams grew out of their heretical ideas, and, by focusing on the individuals involved, he has constructed a lively, readable account.
David Rouse --This text refers to an out of print or unavailable edition of this title. From Kirkus Reviews A slick, selective, and provocative history of postWW II management from a New Age missionary who makes no secret of his commitment to the arguable notion that corporations exist to change the world--for the better. In his engagingly digressive chronicle, Kleiner (co-editor of News That Stayed News: Ten Years of CoEvolution Quarterly, 1986) focuses on the square pegs and odd ducks who wanted to reform rather than repudiate the commercial concerns or institutions that employed them. Among those whose ideas eventually made at least some difference, he singles out Douglas McGregor and other academics, consultants, and executives influenced by the group- dynamics canon of National Training Labs (the originator of T- Groups, which encourage lower-echelon personnel to participate in workplace decisions). He goes on to recount how Saul Alinsky unleashed activist shareholders against Eastman Kodak in 1967; the resultant movement has provided a platform for hosts of agitators, ranging from church investors and Ralph Nader to Leon Sullivan. On the right, the author observes, economist Milton Friedman helped make a name for himself by insisting that the only social responsibility of business was to increase profits. In the meantime, Kleiner reports, Stanford Research Institute scholars were conducting serious experiments on the performance-enhancing properties of LSD, and NTL held symposia and other gatherings with Esalen Institute, a series of encounters that hastened on-the-job programs addressing gender and race issues. Covered as well are such counterculture entrepreneurs as the millenarian planners at Royal Dutch Shell, establishment moles who, in one memorable scenario, asserted: ``The future cannot be predicted; it can only be seen.'' A welcome if offbeat contribution to corporate literature, one that examines the communitarian possibilities of large multinational organizations rather than their presumptive failings and deficiencies. --
Copyright ©1996, Kirkus Associates, LP. All rights reserved. --This text refers to an out of print or unavailable edition of this title. Review Voted a "Best Business Book of 2008" by the "Miami Herald"
Voted a "Best Business Book of 2008" by the
Miami Herald
