Source: "Relevance of laboratory experiments to testing resource allocation theory," 1980, p. 348.
        “[Ackoff also developed the circular organization concept. This structure is a democratic hierarchy with three essential characteristics:]
(1) the absence of an ultimate authority, the circularity of power;
(2) the ability of each member to participate directly or through representation in all decisions that affect him or her directly; and
(3) the ability of members, individually or collectively, to make and implement decisions that affect no one other than the decision maker or decision-makers.”
    
    
    
    
        
        
        
            
            
        
        
        
        
        
        
            Ackoff’s (1994) The Democratic Corporation: A Radical Prescription for Recreating Corporate America and Rediscovering Success. p. 117 cited in: Stuart A. Umpleby and Eric B. Dent. (1999) "The Origins and Purposes of Several Traditions. in Systems Theory and Cybernetics". in Cybernetics and Systems:  An International Journal, Vol 30. pp. 79-103. 
1990s
        
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Russell L. Ackoff 70
Scientist 1919–2009Related quotes
Michael C. Jensen and William H. Meckling. "Specific and general knowledge and organizational structure." (1992).
                                        
                                        H.A. Simon (1986),  " Rationality in psychology and economics http://www.kgt.bme.hu/targyak/msc/ng/BMEGT30MN40/data/JoBus-86-rationality-HSimon.pdf," Journal of Business, p. 210-11” 
1980s and later
                                    
                                        
                                        Can you figure out what you believe, as if you were an owner? 
Can you act on those beliefs? 
Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others?
These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way. 
Source: What You're Really Meant To Do, 2013, p. 22-23
                                    
Source: Three Essays (1957), p. 53, as cited in: Harold Kincaid, Don Ross (2009) The Oxford Handbook of Philosophy of Economics. p. 128
“Management manages by making decisions and by seeing that those decisions are implemented.”
Managing, Chapter Four (Two Organizational Structures), p. 69.