When nobody (and everybody) is the boss. As a reverse fairy tale for the CEO set, the reality television program Undercover Boss is fascinating, not so much in the witness-to-a-train- wreck mode of the rest of the genre, but because it is so revealing of our conflicted relationship with "the boss.
" The premise of the show—that the only way to get a clue about what's really going on in his (or her) organization, is for the boss to go undercover on the front lines—is all too often the actual reality in organizations of any size. Yet, at the same time, the view of the boss as the ultimate authority with the heroic power to swoop in and save the day—whether that means paying down a mortgage, granting an instant promotion, or banishing a reviled policy—holds sway in real life as well as on "reality" TV.
Few figures are simultaneously as reviled and revered as "the boss. " The problem isn't with the people who fill the role (that's another story), but the role itself. Put Peers Before Bosses. Innovation Democracy: W.L. Gore's Original Management Model. The Gore Culture Bill Gore built the company on a set of principles and beliefs that guide Gore associates in the decision making they make, the work they do, and their behavior toward others.
They are the basis for a culture that binds together a worldwide organization. Bill Gore’s views were influenced by the then new best seller by Douglas McGregor, The Human Side of Enterprise. In it, he defined Theory X and Theory Y as two ends of a management continuum based on very different views of human nature. Theory X, influenced by Taylor’s “scientific management” approach, manifested in the prevalent command-and-control model. Theory Y, influenced by Maslow’s motivation theories, argued for a new, more participative and empowering model. Automobile. Management FAVI - Histoire.