The Responsibility-Based Organization
Chapter 5
From power to responsibility
Responsibility the principle that informs and organized post-capitalist society
Knowledge society demands a responsibility-based organization
From control to responsibility
Responsibility for the limit of power
Where their function becomes illegitimate
Responsibility built from within rather than command and control
Take social responsibility
Who takes care of society?
Organizations must do so within the limits of their competence
At what point
does the right of an organization turn into a social wrong?
at what point is its function no longer legitimate?
Organizations must
believe its task is the most important task in society
believe all other tasks are secondary
be self centered
Organizations
Collectively discharge the tasks of society
But discharge only one task, individually
Who survives?
Society or the organization
Who decides?
Leaders of the organizations
Questions
What is best for the country?
What is best for society?
What is best for the economy?
How can we turn this into an opportunity for business?
Self inflicted wounds
Go beyond competence, values, and functions
Action that may need to done may be beyond the organization’s focus, function, and competence
What is the goal?
Economic performance?
Economic performance is the basis for other responsibilities
Power balanced with responsibility
Organizations
Have responsibility for its impact on community and society
Irresponsible for an organization to accept responsibility for tasks that would impede its main task and mission
Have a responsibility to find an approach to basic social problems that match their competence, that render social problems as opportunities
Social power
No organization must be allowed power unless it is absolutely necessary to the discharge of its function
The exercise of the organization’s legitimate power must be safeguarded against the abuse of power
Requires conversion from a power-based organization to a responsibility-based organization
Transitions
From command to information
Managers relay orders downward and information upward
Mangers (middle) not needed in information flow
Superiors new the operations of their subordinates
Transitions
From information to responsibility
Managers do not know the operations of the subordinates
Members of organization not subordinates but associates
What is the major contribution to the organization and its mission that I can make?
This responsibility rests on each individual
Task of management
Not to make everybody a boss
Make everybody a contributor