The growing role of informal controls: does organization learning empower or subjugate workers?

摘要: Abstract Several management theorists have called for organizations to incorporate organization learning, empowerment, open-book management, and similar initiatives generate better value from an important strategic resource: employees. What does this mean the controlled? Do extensions of control system’s ability implement strategy firm offer workers a more central role in creating their future? Or is “progress" just another means extract extra effort benefit owners? This paper developed two parts. The first argues that seeking here stay, implications system bear consideration. In particular, five disciplines Senge’s (1990) Organization Learning are introduced illustrate growing ways informal controls enhance workers’ knowledge contributions. second half examines increasing control. Some argue it naive expect learning will lead managers willingly realign existing lopsided rewards. However, as natural response change, these themselves dynamic evolutionary. suggests dependence on employee’s superior recalibrates power arrangements. Further there awareness many managers’ self-interest mitigated by sense fairness. Consequently, increasingly shared authority combined with self-reflection transparency raises possibility environment where those who perform work share equally its