Open book management: Difference between revisions

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'''{{PAGENAME}}''' is "a system in which every employee, from the top managers down to the most junior guy on the factory floor, is walked through the detailed financial statements of the company on a regular basis".<ref>Case, J. (1996). Open-Book Management: Coming Business Revolution, The (Reprint edition). New York, NY: HarperBusiness. {{ISBN|0887308023}}</ref><ref>Stevenson S (2014). [http://www.slate.com/articles/business/psychology_of_management/2014/05/open_book_management_the_philosophy_that_lets_every_employee_look_at_the.html We Spent What on Paper Clips?]</ref><ref>Kidwell, R. E., & Scherer, P. M. (2001). Layoffs and Their Ethical Implications under Scientific Management, Quality Management and Open-Book Management. Journal of Business Ethics, 29(1–2), 113–124. {{doi|10.1023/A:1006455228312}}
'''{{PAGENAME}}''' is "a system in which every employee, from the top managers down to the most junior guy on the factory floor, is walked through the detailed financial statements of the company on a regular basis".<ref>Case, J. (1996). Open-Book Management: Coming Business Revolution, The (Reprint edition). New York, NY: HarperBusiness. {{ISBN|0887308023}}</ref><ref>Stevenson S (2014). [http://www.slate.com/articles/business/psychology_of_management/2014/05/open_book_management_the_philosophy_that_lets_every_employee_look_at_the.html We Spent What on Paper Clips?]. Slate 2014</ref><ref>Kidwell, R. E., & Scherer, P. M. (2001). Layoffs and Their Ethical Implications under Scientific Management, Quality Management and Open-Book Management. Journal of Business Ethics, 29(1–2), 113–124. {{doi|10.1023/A:1006455228312}}
</ref> The name was created in 1999<ref>Case J (1999). [https://www.inc.com/magazine/19900901/5332.html The Open-Book Managers: Why many CEOs are adopting open-book management styles.] Inc</ref>.
</ref> The name was created in 1999<ref>Case J (1999). [https://www.inc.com/magazine/19900901/5332.html The Open-Book Managers: Why many CEOs are adopting open-book management styles.] Inc</ref>.


==Case studies==
==Case studies==
In these case studies, open book management would accompanied by implementation of either profit sharing or productivity bonuses.
Open book management was first used by John Stack at Springfield Remanufacturing Center Corporation in 1983<ref>Stack, J., & Burlingham, B. (2013). The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company (Revised, 20th Anniversary ed. edition). New York: Crown Business. {{ISBN|0385348339}}</ref>
Open book management was first used by John Stack at Springfield Remanufacturing Center Corporation in 1983<ref>Stack, J., & Burlingham, B. (2013). The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company (Revised, 20th Anniversary ed. edition). New York: Crown Business. {{ISBN|0385348339}}</ref>


Revision as of 22:21, 8 October 2017

Editor-In-Chief: C. Michael Gibson, M.S., M.D. [1]Robert G. Badgett, M.D.[2]

Open book management is "a system in which every employee, from the top managers down to the most junior guy on the factory floor, is walked through the detailed financial statements of the company on a regular basis".[1][2][3] The name was created in 1999[4].

Case studies

In these case studies, open book management would accompanied by implementation of either profit sharing or productivity bonuses.

Open book management was first used by John Stack at Springfield Remanufacturing Center Corporation in 1983[5]

Open book management is part of the corporate democracy approach of Semco[6][7].

Related concepts

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006 and focuses on information sharing.[8][9][10] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:[11]

  1. Generative
  2. Administrative
  3. Community-building
  4. Information gathering
  5. Information using

Open book management is consistent with "information sharing" that has been proposed to augment thriving of workforces[12][13].

References

  1. ↑ Case, J. (1996). Open-Book Management: Coming Business Revolution, The (Reprint edition). New York, NY: HarperBusiness. ISBN 0887308023
  2. ↑ Stevenson S (2014). We Spent What on Paper Clips?. Slate 2014
  3. ↑ Kidwell, R. E., & Scherer, P. M. (2001). Layoffs and Their Ethical Implications under Scientific Management, Quality Management and Open-Book Management. Journal of Business Ethics, 29(1–2), 113–124. doi:10.1023/A:1006455228312
  4. ↑ Case J (1999). The Open-Book Managers: Why many CEOs are adopting open-book management styles. Inc
  5. ↑ Stack, J., & Burlingham, B. (2013). The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company (Revised, 20th Anniversary ed. edition). New York: Crown Business. ISBN 0385348339
  6. ↑ Siehl, C., Killian, D., & Pérez, F. (1999). Ricardo Semler and Semco SA. Thunderbird School of Global Management. Harvard Business Review Case.
  7. ↑ Maddux, W. W., Williams, E., Swaab, R., & Betania, T. (2014). Ricardo Semler: A Revolutionary Model of Leadership.
  8. ↑ Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems." (2006)
  9. ↑ Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. doi:10.1016/j.leaqua.2007.04.002
  10. ↑ Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033
  11. ↑ Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483
  12. ↑ Spreitzer, G. M., & Sutcliffe, K. M. (2007). Thriving in organizations. Positive organizational behavior, 74-85.
  13. ↑ Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. Handbook of organizational behavior, 54-72.


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