It is characterised by some systems thinkers according to the following attributes:
Perspective: Top-down and hierarchical Design: Organisations divided into (ostensibly) independent functional silos. A practice propagated by Alfred Sloan and James McKinsey Decision-making: Separated from work. A separation spearheaded by Frederick Winslow Taylor Measures: Arbitrary targets analysed by binary comparison Ethos: Control of staff Change: Plans delivered by Prince II methodology Motivation: Control-by-seduction (carrot) and control-by-fear (stick) Attitude to suppliers and customers: Contractual.
Organisations credited with having moved away from the command-and-control paradigm to a systems-thinking philosophy include Harley Davidson and Aviva, in addition to many Japanese companies, such as Toyota, Honda, and Panasonic.
See also
Out of the Crisis, W. Edwards Deming, 1986 Freedom from Command and Control, John Seddon, 2003 The Whitehall Effect, John Seddon, 2015 Punished by Rewards, Alfie Kohn, 1993 Thinking in Systems, Donella Meadows, 2008 Management f-Laws, Russell Ackoff, 2007