11. Globalism – Technology has enabled the free and rapid movement of people, goods, services and ideas across geographic borders This has lead to significant opportunities emerging in global markets and the internationalization of markets and industries
12.
13. Chaos – affected by uncertainties that are beyond long term classical management, defying orderly planning and control
14. Self organisation – a tendency to autonomous, organic (self-steering) organisational units, based on synergy, flexibility and team work
15. Interdependence – complex causal relationships making it increasingly difficult to make predictions on the basis of previous experience
23. embedded with the strategic intent of autonomy and creativity not control and standardisation
24.
25. Trust – upon which learning and knowing processes critically depend – is structurally induced in strongly networked, emergent team-based organisational structures that are driven by a mobilising vision and shared values.
26. Knowledge sharing is vastly more efficient in network structures – the Arab spring, lessons from al-Qa’ida
27.
28. Little heed has been taken of statements, such as that of Deprez & Tissen (2002: 1) that 'the organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses', and the prediction of Boyett & Conn (1991: 109) that 'in Workplace 2000, rigid hierarchies will be dismantled, as will ceremonial trappings of power', seems naïvely optimistic in retrospect. As Jacques (2003: 137) points out, over 85% of the workforce in economically developed nations is still employed in hierarchically structured organizations
29.
30.
31. Developed to suit the conditions of a previous socio-economic era, its ubiquity is equally matched by its obsolescence in today’s era of rapid information flow, intense competition, short product lifecycles and innovation
32. Why today do we remain attached to an organisational form that was specifically designed for, and embedded with, the strategic intent of standardisation not innovation, cost containment not investment, size and stability not flexibility and responsiveness, control not empowerment?
33.
34. The irrational investment decisions that were the direct cause of the GFC – greed, short termism, political expediency and lack of knowledge – were not taken by individuals operating in a free market but, rather, by management operating within, and subject to, the direct control and incentive systems of, militaristic, command and control structures where anti-competitive practices are the norm. While free markets are generally accepted as being superior to centrally planned economic systems, most organizations still resemble Soviet-era command economies characterized by central planning, hierarchical control systems and rigid organization of resources and assets within silos
35.
36. In 2002, the Work Foundation reported that "job satisfaction has plummeted", and that so-called "high performance" management techniques made workers deeply unhappy and failed to raise output
37. In January 2004, a marketing director at Prudential was reported as saying: "Our research shows that an alarming number of people appear to be unhappy in their employment and unfulfilled by their work“
38.
39. Working hours have risen in the last 20 years, on average, for UK full-time workers (as shown by the UK Labour Force Survey). This reverses a 150-year trend of declining working hours
40.
41. People with stressful jobs are twice as likely to die from heart disease, according to a 2002 study in the British Medical Journal
42. People who work over 48 hours per week have double the risk of heart disease, according to a 1996 UK government report
43. Long-term job strain is worse for your heart than gaining 40lbs in weight or aging 30 years, according to a 2003 US study
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