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Informationen zum Autor Dr. Thomas Diefenbach is an independent scholar, writer, researcher, professor, and consultant. Klappentext Prevailing models of organisation divide people into owners, managers and employees, forcing especially the latter to obey, to behave, and to function well within a hierarchical and managerial pecking order. However, there is no natural law suggesting the need for such organisations, not in market economies and definitely not in modern democratic societies - and there is no justification for such types of organisation. Arguing that most current organisations are orthodox, hierarchical, anti-democratic, oppressive, unfair, and unjust, this book presents a viable alternative, a better type of organisation - the democratic organisation. Diefenbach develops and provides step by step a systematic, comprehensive, thorough, and detailed general model of the democratic organisation. He describes the democratic organisation's fundamental principles, values, governance, management, structures, and processes, and the ways it functions and operates both within the organisation and towards others and the environment. Crucially, and most importantly, the democratic organisation provides the institutions and organisational context for individuals to maintain and pursue their fundamental freedoms, inalienable rights, and dignity; to manage organisations in democratic, participative, and cooperative ways; and to conduct business in considerate, balanced, and sustainable ways.This book will be of interest to researchers, academics, practitioners, and students in the fields of management, organisation studies, strategic management, business ethics, entrepreneurship, and family business. Zusammenfassung Arguing that most current organisations are orthodox, hierarchical, anti-democratic, oppressive, unfair and unjust; this book presents a viable alternative, a better type of organisation - the democratic organisation. Inhaltsverzeichnis Introduction 1. Prevailing organisations and alternatives Part I - The model of the democratic organisation 2. Libertarian constitution 3. Democratic governance 4. Democratic management 5. Equalising empowerment 6. Considerate conduct of business 7. General model of the democratic organisation Part II – Attractiveness, legitimacy, and vulnerabilities of democratic organisations 8. The case for democratic organisations 9. Refutations and illegitimacy of the employment contract 10. Legitimate and illegitimate organisations 11. The iron threat(s) of disproportional empowerment Final remarks ...
