First published in 2000, this volume, along with its counterpart, consist of contributions to the history of management and management thought which ask and assess how important managing democratic organizations is today, and how important it will prove to be moving forward, presenting both optimistic and pessimistic interpretations. This collection describes three interrelated research programmes in the form of 38 classic essays and lists 21 authors.
Table of Contents
Part 1. Background, History and Definitions. 1. H. Peter Dachler and Berhard Wilpert (1978), ‘Conceptual Dimensions and Boundaries of Participation in Organizations: A Critical Evaluation’, Administrative Science Quarterly, 23, pp. 1-39. 2. Malcolm Warner (1984), ‘Organizational Democracy: The History of An Idea’, International Yearbook of Organizational Democracy, II, Chichester: John Wiley and Sons, p. 5-21. 3. Peter Abell (1977), ‘The Many Faces of Power and Liberty: Revealed Preference, Autonomy, and Teleological Explanation’, Sociology, 11, pp. 3-24. 4. Frank Heller, Pieter Drenth, Paul Koopman and Veljko Rus (1988), ‘Theoretical Considerations’ in Decisions in Organizations: A Three-Country Comparative Study, London: Sage Publications, pp. 11-36. 5. Cornelis J. Lammers (1975), ‘Self-Management and Participations: Two Concepts of Democratization in Organizations’, Organization and Administrative Science, 5. pp. 17-33. 6. C.J. Lammers (1967), ‘Power and Participation in Decision-Making in Formal Organizations’, The American Journal of Sociology, 73, pp. 201-16. 7. Frank Heller (1992), ‘Decision-Making and the Utilization of Competence’, in Frank Heler (ed.), Decision-Making and Leadership, Cambridge: Cambridge University Press, pp. 71-89. 8. William Laferty (1975), ‘Participation and Democratic Theory: Reworking the Premises for a Participatory Society’, Scandinavian Political Studies, 10, pp. 53-70. 9. Bernhard Wilpert (1989), ‘Participation Behavior and Personal Growth’, in Edgar Krau (ed.), Self-Realization, Success, and Adjustment, New York: Praeger, pp. 77-90. Part 2. The Top Management Decision Making Programme (TMDM). 10. Frank A. Heller (1969), ‘Group Feedback Analysis: A Method of Field Research’, Psychological Bulletin, 72, pp. 108-17. 11. Frank A. Heller (1973), ‘Leadership, Decision Making, and Contingency Theory’, Industrial Relations, 12, pp. 183-99. 12. Frank A. Heller and Gary Yukl (1969), ‘Participation, Managerial Decision-Making and Situational Variables’, Organizational Behavior and Human Performance, 4, pp. 227-41. 13. Frank A. Heller and Bernhard Wilpert (1977), ‘Limits to Participative Leadership: Task, Structure and Skill as Contingencies – A German-British Comparison’, European Journal of Social Psychology, 7, pp. 61-84. 14. Frank A. Heller (1976), ‘Decision Processes: An Analysis of Power-Sharing at Senior Organizational Levels’, in Robert Dubin (ed.), Handbook of Work, Organization, and Society, Chicago: Rand McNally, pp. 687-745. 15. F.A. Heller and B. Wilpert (1979), ‘Managerial Decision Making: An International Comparison’, in George W. England, Anant Negandhi and Bernhard Wilpert (eds), Organizational Functioning in a Cross-Cultural Perspective, Kent State University Press, pp. 49-67.