Managers are powerful. The organizations of our time are in essence managerial organizations, even our societies are managerial societies. This book looks behind the portrait of management as value-free 'technicality' and challenges the image of managers as the selfless pursuer of an organization's survival and development. It explains that individual interests and careers of managers are only part of a wider epochal and historic picture - the picture of managers as the new ruling class using and misusing organizations for their own personal and group interests while portraying their own roles and actions as 'increasing the efficiency of organizations' and 'serving the public interest'. But why exactly are managers so powerful? Why and how do managers dominate our organizations? It will be argued that the prevailing understanding of management and managers is only at the surface about functional aspects. In its very core management has been, and is, all about the power and control, interests and ideology of managers--in short, the dominance of managers over other groups of people. In order to investigate and explain this dominance, a multi-dimensional 'theory of social dominance of managers', will be developed which reveals the personal and group interests behind such claims and is based in its core on three explanatory factors; power, interests, and ideology. These factors themselves will be analyzed as comprehensive, multi-dimensional and interdisciplinary concepts in order to address the complex nature of managers' dominance appropriately.

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.

Most people take the conditions they work and live in as a given, believing it to be normal that societies are stratified and that organisations are hierarchical. Many even think that this is the way it should be - and are neither willing nor able to think that it could be otherwise. This book raises the awareness of hierarchy, its complexity and longevity. It focuses on a single but fundamental problem of social systems such as dyads, groups, organisations and whole societies: Why and how does hierarchical social order persist over time? In order to investigate the question, author Thomas Diefenbach develops a general theory of the persistence of hierarchical social order. This theory interrogates the problem of the persistence of hierarchical social order from very different angles, in multi-dimensional and interdisciplinary ways. Even more crucially, it traces the very causes of the phenomenon, the reasons and interests behind hierarchy as well as the various mechanisms which keep it going. This is the first time such a theory is attempted. With the help of the theory developed in this book, it is possible to interrogate systematically, comprehensively and in detail how mindsets and behaviours as well as societal and organisational structures enable the continuation of hierarchy

Most people take the conditions they work and live in as a given, believing it to be normal that societies are stratified and that organisations are hierarchical. Many even think that this is the way it should be - and are neither willing nor able to think that it could be otherwise. This book raises the awareness of hierarchy, its complexity and longevity. It focuses on a single but fundamental problem of social systems such as dyads, groups, organisations and whole societies: Why and how does hierarchical social order persist over time? In order to investigate the question, author Thomas Diefenbach develops a general theory of the persistence of hierarchical social order. This theory interrogates the problem of the persistence of hierarchical social order from very different angles, in multi-dimensional and interdisciplinary ways. Even more crucially, it traces the very causes of the phenomenon, the reasons and interests behind hierarchy as well as the various mechanisms which keep it going. This is the first time such a theory is attempted. With the help of the theory developed in this book, it is possible to interrogate systematically, comprehensively and in detail how mindsets and behaviours as well as societal and organisational structures enable the continuation of hierarchy

Managers are powerful. The organizations of our time are in essence managerial organizations, even our societies are managerial societies. This book looks behind the portrait of management as value-free 'technicality' and challenges the image of managers as the selfless pursuer of an organization's survival and development. It explains that individual interests and careers of managers are only part of a wider epochal and historic picture -- the picture of managers as the new ruling class using and misusing organizations for their own personal and group interests while portraying their own roles and actions as 'increasing the efficiency of organizations' and 'serving the public interest'. But why exactly are managers so powerful? Why and how do managers dominate our organizations? It will be argued that the prevailing understanding of management and managers is only at the surface about functional aspects. In its very core management has been, and is, all about the power and control, interests and ideology of managers--in short, the dominance of managers over other groups of people.In order to investigate and explain this dominance, a multi-dimensional 'theory of social dominance of managers', will be developed which reveals the personal and group interests behind such claims and is based in its core on three explanatory factors; power, interests, and ideology. These factors themselves will be analyzed as comprehensive, multi-dimensional and interdisciplinary concepts in order to address the complex nature of managers' dominance appropriately.

This special volume brings together leading scholars in the field of organisation studies to reflect on the universal phenomena of hierarchy (vertical organisation of tasks) and bureaucracy (rule-bound execution of tasks). The result is a colourful kaleidoscope of thought-provoking, critical and refreshingly non-mainstream analysis of hierarchy and bureaucracy. The chapters range from minute accounts of a single case to broader historical analysis, from the 'classical' journal paper to essay-style elaborations. The first section provides fundamentals and historical accounts of bureaucracy, highlighting negative and positive effects of bureaucracy and a differentiated picture with some future outlook. The second section focuses on the analysis of organisational, cultural and socio-psychological aspects of hierarchy and bureaucracy by interrogating hierarchy in contemporary work via a new framework, exploring the cultural fantasy of hierarchy and sovereignty, and examining subordinates' challenges to organisational hierarchy. The final section comprises two chapters which provide some alternative views on, and alternatives to hierarchy. One is alarming, the other is puzzling.

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.

Thomas Diefenbach unterzieht das dominierende okonomisch-technische Wissenschaftsprogramm der Betriebswirtschaftslehre einer grundsatzlichen Kritik und weist nach, dass eine Konzeption der Allgemeinen Betriebswirtschaftslehre auf einer sozialwissenschaftlichen Basis sowohl moglich als auch notwendig ist. Er legt dar, wie dabei die Wertfrage und das praktische Gestaltungsinteresse aufzufassen sind, um die in der Praxis auftauchende Werturteilsproblematik befriedigend losen zu konnen."

Bachelorarbeit aus dem Jahr 2010 im Fachbereich Informatik - Wirtschaftsinformatik, Note: 2,0, Universitat der Bundeswehr Munchen, Neubiberg, Sprache: Deutsch, Abstract: Diese Arbeit behandelt das Qualitatsmanagement fur Dienstleistungen. Obwohl Qualitatsbewusstsein schon immer ein Teil von Zivilisation gewesen ist und auch die jungste Geschichte des Qualitatsmanagements weit in das Zeitalter der industriellen Revolution zuruckreicht (vgl. Masing/Pfeifer/Schmitt 2007: S. 16), ist es aufgrund nachfolgend aufgefuhrter Grunde sinnvoll zu untersuchen, ob die aktuellen qualitatsbezogenen Uberlegungen und Systeme in Theorie und Praxis den Besonderheiten des Dienstleistungsbereichs gerecht werden. Dienstleistungen wurden lange Zeit in der volks- und betriebswirtschaftlichen Theorie vernachlassigt. Dies ist auf die lange Zeit vorherrschendeMeinung zuruckzufuhren, dass ausschliesslich materielle Guter die Bedurfnisse der Subjekte in einerMarktwirtschaft befriedigen konnen bzw. ausschliesslich bei materiellen Endprodukten uberhaupt von produktiver Arbeit gesprochen werden konne (vgl. Corsten 2007: S. 19). Der Fokus der allgemeinen Betriebswirtschaftslehre wurde so auf Unternehmungen der physischen Produktion gelegt und die Erforschung der analog existierenden Dienstleistungsproduktion zeitweise und - angesichts der auffalligen Heterogenitat dieses Wirtschaftssektors - spezi sch versaumt, sodass bis heute nicht einmal einheitliche Begriffsbestimmungen existieren (vgl. Maleri/Frietzsche 2008: S. 4 u. Haller 2001: S. 5). Der Dienstleistungssektor erlebt ausserdem seit mehreren Jahrzehnten einen deutlichen Aufschwung in der zunehmend globalisierten und okonomischen Welt (vgl. Haller 2001: S. 1 u. Corsten 2007: S. 1ff.). Es wurde also nicht nur ein Wirtschaftssektor in der Forschung weitgehend ausgeklammert, welcher in der Regel den Hohepunkt seiner individuellen Betrachtung in den Standardwerken wahrend der einleitenden Unterteilungen der Wirtschaftszweige erfahrt (vgl. Wohe 20