Managing Value-Based Organizations

Managing Value-Based Organizations

It’s Not What You Think

New Horizons in Management series

Bruce Hoag and Cary L. Cooper

Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them.

Chapter 9: Implications for Managers

Bruce Hoag and Cary L. Cooper

Subjects: business and management, organisational behaviour


In Chapter 4, we said that value in a value-based organization is much more than a single belief, or something that shareholders expect to receive, or something that is added later, or an action that makes someone feel valued. Instead, value is a unit of worth that suppliers and customers (that is, all organizations and all employees) contribute as their part of a value transposition. The ability of one party to deliver what the other values qualifies the former to engage with the latter in a value exchange. Both parties judge what is of value to them against criteria that are both similar and different. The implications for managers in value-based organizations are centered around identifying what value they can offer to their customers as representatives of their professions as well as their organizations. This chapter looks at the value that is expected when the organization and its managers are the suppliers and the employees are the customers. DIVERSITY The importance of managing diversity in organizations is not new. In some cases, laws have been changed to include and protect a variety of beliefs and behaviors. For many, however, managing differences between people has been limited to identifying the lowest common denominator of acceptable organizational behavior; that is, by seeking to be politically correct rather than by improving the exchange of value. In other words, managing diversity has become a euphemism for minimizing disruption instead of maximizing benefit. One implication in the management of diversity...

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