Management science and organization theory have not been static in the historical process, but rather have shown a very dynamic development line. This transformation has led to the questioning of deep-rooted paradigms in both theoretical infrastructures and organizational practices and their replacement by new approaches. This book titled “Paradigm Shifts in Management and Organization – 1” prepared within this framework examines the theoretical foundations of the mental, structural and practical transformations experienced in the transition process to contemporary management approaches and provides a comprehensive analysis of these changes.

The chapters in the first volume focus on the breaks and transformation points in the basic structures of management thought. The transition from the traditional management approach to the strategic management perspective (Part 1) emphasizes that organizations should become sensitive not only to internal dynamics but also to environmental conditions. This transformation is supported by practices such as increased participation in management, delegation of authority and employee empowerment (Part 2) and encourages the development of organizational democracy. The transition of organizations from growth-oriented structures to resource-efficient models (Chapter 3) is reinforced by focusing on core competencies, outsourcing, and strategic partnerships. This approach strengthens the understanding that human resources should be considered not only as an operational element but also as strategic capital (Chapter 4) and brings talent management to the forefront.

Another change that focuses on the social dimension of organizational structures is the rise of inclusiveness. Instead of discrimination and exclusion, diversity, interdependence, and organizational differences are seen as values ​​(Chapter 5), which is an indicator of the human-centered management approach. This transformation also brings with it the transition from management to leadership; the leader assuming the roles of coach, mentor, consultant, or facilitator (Chapter 6) expands the functional dimensions of leadership.

In terms of structural transformation, the shift from hierarchical structures to lean and horizontal organizations (Chapter 7) reduces bureaucratic barriers and accelerates decision-making processes. Within these structures, authority arises not only from formal positions but also from relationships based on acquired authority (Chapter 8). Thus, trust, interaction and voluntary follow-up gain importance within the organization.

Significant changes are also observed in terms of managerial reflexes. The transition from a reactive management approach, that is, one based on post-problem intervention, to a proactive and predictive management approach (Chapter 9) requires managers to act more strategically against environmental risks. This strategic stance also transforms the processes of coping with resistance within the organization; it allows organizational rigidity to be replaced by flexible, agile and open-to-transformation structures (Chapter 10).

Finally, an approach that moves from individual success to collective success emphasizes team spirit and a culture of learning together. Teamwork, synergy creation and the development of self-managed teams (Chapter 11) play a key role in the sustainability of modern organizations.

This book aims to be an important reference source for academics working in the field of management and organization, students studying at a postgraduate level and practitioners who want to restructure management practice on scientific foundations. Each theme addressed is blended with literature support, associated with current trends and presented in an analytical language. In this context, the work aims to make a qualified contribution to management and organization literature.