Zero-distance management

Author: Nelson
Publisher:
Publish Date: 2005-06-01
Features: True teamwork means encouraging everyone to unleash their creativity, treating all employees equally, forming different teams, and empowering them. Empowerment is not based on the amount of knowledge, but the only evaluation standard is the size of their contribution to the organization. Modern organizations should not be organizations composed of bosses and subordinates. — Peter Drucker (Peter Drucker), The Coming of the New Organization
The decision-making of a hierarchical organization is thus created, and the tragedy begins again. First, there is an idea, then a plan. The idea has no format, and the plan has no substance. The workers are in the dark, and they discuss among themselves: "This is all nonsense, a pile of stinking garbage." The workers come to the manager and say: "This is a bucket of shit, we can't stand its stench." The manager comes to the director and says: "This is a bucket of dung, it's too pungent, no one can endure it." The director talks to each other: "What's in the bucket is something that helps plants grow, but its smell is too strong." The director comes to the vice president and reports: "It promotes growth, it's powerful." The vice president comes to the department head and reports: "This new plan will be very effective in promoting the company's development and increasing its vitality." The CEO looks at the plan and thinks it's good. Thus, the plan becomes policy.
This book proposes a completely new organizational model for enterprises, the equal "partner-based" organization. In this organization, all employees manage the company together through the Partner Leadership Committee and special working groups composed of employees from different departments. Compared to other forms, the Partner Leadership Committee and special working groups can better make decisions based on the organization's own capabilities and characteristics, as well as customer needs, rather than blindly making decisions based on the needs of different functional departments or artificially divided teams.
In this book, the author cites many real-life successful cases of modern partner-based organizations to further illustrate the "leaderless organization" he advocates.