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Abandon command-and-control styles

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Complexity theorists advise organizational leaders to abandon command-and-control styles of management and instead set global performance targets and establish a few simple rules. This approach can unleash creativity and innovation, but it can also promote conflict and waste. How can managers "let go of control" yet still ensure that organizational activities are coordinated with each other aligned with organizational goals? What could managers do to mitigate the potentially negative consequences of following complexity theorists' advice?

Reference no: EM131039802

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