The Logic of Two Different Cultures: Control versus Development

Abstract

To what extent are the beliefs and values inspiring the organizations of the beginning of the 20th century the same as those persisting today in most companies? What are the new beliefs and values that will inspire the necessary changes in structures, processes and personnel policies so that companies can hold on to their markets and develop new ones in the 21st century? Do we cling to a culture of control, or do we cultivate an environment that fosters development throughout the organization? Ask yourself what is needed, control or development, in order not only to survive, but to thrive.

’the coordinating authority must act from the apex and must continue being distributed more widely the lower one descends down the pyramid. For this reason, each role must be clearly defined.’

(Fayol, French manager, 1945)

’the fuel that is needed for the journey into the future is not money: it is the emotional and intellectual energy of each and every one of the employees.’

(Hamel and Prahalad, The New Logic Half a Century after Fayol, 1995)

‘Before we said: trust is good but control is better; today we say: control is good but trust is better.’

(Diener, German Industrialist)