Part Two

Building an
Entrepreneurial Community

This part of The New Management provides detailed blueprints for building an organization on the foundations of enterprise and democracy.

Chapter 5 addresses the rise of intense global competition for demanding clients who strive to improve their quality of life. We conclude that a “serving enterprise” is needed that uses technology to customize products and services, that helps employees improve quality, and that makes customers partners in the creation of value.

Chapter 6 focuses on the other organizational player who has moved to center stage—the knowledge worker. Today’s economic upheaval is creating a new employment relationship in which teams of knowledge workers use information systems to manage their own small internal enterprise and are rewarded for performance.

Chapter 7 resolves the conflicting needs to protect a fragile environment while raising the living standards of billions of people. Leading corporations now regard sound ecological management as a competitive advantage, and so they are using their business skills to create an economic system that is environmentally benign.

These three chapters show that the New Management foundation can help managers perform their three major responsibilities better: internal markets and corporate community serve clients more effectively and profitably; they organize knowledge workers into a flexible, high-performing labor force; and they safeguard the environment while permitting vast increases in economic growth.