Empowering innovative people: how managers challenge, by Karl F. Gretz, Steven R. Drozdeck

By Karl F. Gretz, Steven R. Drozdeck

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The usual disdain towards the economic organization of the collectivist-authoritarian societies is ill-placed. They put into orbit the first satellite in 1957, and also the first cosmonaut, Iuri Gagarin in 1961. Chinese products are seriously competing on world markets, and Pinochet's Chile achieved in a very short period an unprecedented economic boom, as did Franco's Spain after World War II. It is not their economic management which is detestable, but the political oppression. 36 I remember a World Service cornrnrnentary in the BBC at the time the Soviets launched their first satellite.

All means of publicity aim at producing the confidence of potential customers, in order to make them buy the product or the service from a specific company, every time they should need it. This is the reason why already 70 years ago not the acquisition of a commodity as such was considered being the final stage of selling but customer satisfaction (Kitson, 1927). Satisfied customers repeatedly buy the product, and then they are the best publicity for it. Dissatisfied customers spread with the same zeal its defects, and their negative experiences with the company.

It may happen that the same person or organizational body conducts an offensive power struggle in one environment, and a defensive struggle in another. Thus Saddam Hussein is defensive vis-a-vis the United Nations, and makes concessions, but he is leading a savage repressive fight against his own people. Mutatis mutandis, there are managers, who seek to please and accomodate customers, but within the organization they ruthlessly fire employees and repress any criticism. At any rate, if power behavior is analyzed holistically, it will often be found that retreat is also a vector of power, on condition that it be a part of a strategic power struggle aiming at preserving one's forces.

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