When Managers Rebel

By: David Courpasson, Jean-Claude Thoenig

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Hardcover | 8 September 2010 | Edition Number 1

At a Glance

Hardcover
200 Pages

Dimensions(cm)
23.39 x 15.6 x 1.27

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This book is about rebellion, revolt and protest. One day, out of the blue, when not even they themselves are expecting it, somewhere one or more high-profile middle managers will rebel. These professionals refuse to maintain the pretence any longer and they are not afraid to say so out loud. What's more, they refuse to back down.

These rebellions occur more often than you might think. Rebels remind companies that they cannot intrude on their middle managers' private lives with impunity and ignore the social, cultural and moral environment in which they operate. This is a managerial challenge that they ignore at their peril.

Rebellion and protest need to be taken seriously. What little media attention had been given to the issue in the past has diluted it with ready-made explanations: "Isn't this what companies are inevitably coming to at the start of the 21st century?; or "Life is just tough for company employees, isn't it?"

This book will show just how hasty and superficial such conclusions are. Executive rebellion is a unique phenomenon, unlike any other. It is not always inevitable, and though it is often a result of a very negative situation, it can have positive results. In this intriguing book the authors demonstrate that when middle managers rebel they aren't just letting off steam, and that their acts of creative protest can even produce benefits for their companies. Rebellion sometimes pays off!

Industry Reviews

'The book provides food for thought for senior management who dream of empowering (and of ensnaring) their most able young executives' - Les Echos

'It shows how the relationship of upcoming executives to their work, and to society at large, is changing. It could help sound the death knell for management by numbers' - Le Monde Economie

'Courpasson and Thoenig provide a series of key insights into how corporations work at this level' - Professor Pierre Eric Tixier, Sciences-Po, Paris

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You Can Find This Book In

Non-Fiction Business & Management Management & Management Techniques Management of Specific Areas Personnel & Human Resources Management Organisational Theory & Behaviour Office & Workplace Office Management Business Strategy Economics Behavioural Economics Economic Theory & Philosophy

Introduction: what on earth am I doing here?	p. vii
The road to rebellion	p. vii
An overlooked phenomenon	p. viii
A phenomenon unlike any other	p. xi
An outline of this book and its players	p. xiii
An offer I couldn't refuse	p. 1
Patrick and Scotland	p. 1
Michael and the redundancy plan	p. 5
Three observations for further discussion	p. 8
Early signs of rebellion	p. 9
The disarray of the rebel who dares	p. 10
Bruno, shaken by his own boldness	p. 11
A state of confusion	p. 14
Private lives intervene	p. 15
How Philip signed on to an existing rebellion	p. 18
Whose fault is it?	p. 21
Management spaces	p. 24
Prison principles	p. 24
Like a playground	p. 27
Fuel for rebellion	p. 29
The spark that sets off the blaze	p. 34
The force of the locker room	p. 36
The dynamics of rebellion	p. 40
Getting others involved	p. 40
The gestation of rebellion	p. 53
Rebellion and change	p. 58
What happens tomorrow to today's rebels?	p. 70
Those who leave	p. 70
Those who stay	p. 77
Those who move up	p. 83
Those who change	p. 88
Creative rebellion	p. 91
The different levels of creative rebellion	p. 92
The drivers of creative rebellion	p. 96
Different types of creative rebellion	p. 101
Creative rebels' resources	p. 102
When private lives fight back	p. 109
Go-betweens with the other world	p. 109
The forbidden zone	p. 116
Qualitative and local stakes	p. 122
Exiting rebellion's vicious circle	p. 125
Never forget the people down below	p. 125
This is no paper tiger	p. 127
The ruses of power	p. 130
Other generations, same lack of trust	p. 133
Bureaucracy forever	p. 137
Polyarchy as an alternative	p. 144
Dealing with divergent views in political terms	p. 144
Adversaries, not enemies	p. 149
Polyarchy, not anarchy	p. 157
Conclusion: the future beckons	p. 163
A mixed picture	p. 163
Various possible outcomes	p. 166
Notes	p. 170
Bibliography	p. 174
Index of names	p. 177
Index of rebels	p. 179
Index of subjects	p. 180
Table of Contents provided by Ingram. All Rights Reserved.

When Managers Rebel

At a Glance

Hardcover

Industry Reviews

Shipping

How to return your order

Defective items

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