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Synopsis Learning organizations are widely regarded as excellent workplaces, which foster employee involvement and personal initiative while motivating them to bring about a shared vision. Indeed, they are often referred to as the ‘ideal’ organizational models with the best management practices. This extremely interesting study on learning organizations provides a critical and illuminating insight into what really goes on in these so-called perfect work environments. Based on first hand and in depth observation Based on first-hand and in depth observation of two multinational organizations, the author of two concludes that learning organizations are actually a form of hegemonic control. Dr. Akella found such organizations to be highly complex and intricate work environments characterized by constant negotiation between labor and management on all work related issues. Further, they serve as social settings where members actually coerce, manipulate and bargain with each other to achieve their personal and organizational goals. Written in a simple, narrative style, the book generates a new perspective on the type of relationship that could exist between employees and employees in learning organizations. It combines a theoretical perspective with rich qualitative data and the practical experiences of managers in contemporary organizations in contemporary organizations in order to understand the functioning of learning organizations. Taking into consideration the intricacies of power and politics, the author cogently addresses three crucial questions: What is a learning organization; What are the sources of power and control mechanisms within a learning organization and How far is such a form of control absolute and complete? Offering an entirely new perspective on work environment, this absorbing book will be of enormous interest to professionals, practitioners and students in organizational development, organizational development, organizational behavior, and strategic, general and change management.