02079     2200217   4500001002100000005001500021008004100036020001900077035001900096041000800115082000800123084001500131100002400146245007600170260002600246300003300272520145900305650001401764650005101778650003201829INLIS00000000000923020200508204715200508|||||||||   |   |||   |||| ||eng||  a978-0691016290  0010-0520009230  aeng0 a350  a350/ MCM/a0 aChristopher McMahon00aAuthority and democracy : a general theory of government and management  aPrinceton, N.J.c1997  axiv, 307 p. ; 25 cm.c25 cm.  aShould the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. In the first part of the book, McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also presents an account of democracy as reflexive authority, the collective exercise of authority by those subject to it, and asks what justifies democracy so understood. In the second part of the book, McMahon applies his earlier conclusions to the phenomenon of managerial authority, the authority that guides nongovernmental organizations. He argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. McMahon concludes by considering how this presumption constrains the social choice of constitutions for nongovernmental organizations. 0aAuthority 0aDemocracy; Management --Employee participation 0aMcMahon, Christopher, 1945-