Freedom from command and control

Seddon, John
June 2005
Management Services;Summer2005, Vol. 49 Issue 2, p22
Academic Journal
This article addresses some issues concerning command and control systems. The separation of decision-making from work, the cornerstone of command and control thinking, has its roots in Taylorism. The issue is not that command and control was not of value but companies have not continued to learn. The basic precepts of command and control are not questioned. The problem is a problem of culture. It is a problem of management thinking. The better way is to manage the organization as a system. It is a way of thinking about the design and management of work that is diametrically opposed to command and control thinking. Moreover, taking a systems view always provides a compelling case for change and it leads managers to seeing the value of designing and managing work in a different way.


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