Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Monday, October 15, 2018

Peter Radford on corporations


Most theories of the firm within economics pick up the narrative with the existence of the corporation as a given. They then bend over backwards to retro-fit this highly centralized pseudo economy into the larger free market narrative preferred in all major textbooks. In so doing they blithely ignore Alfred Chandler’s famous explanation for the rise of modern business organization, which he argued became possible “only when the hand of management proved be more efficient than the invisible hand of market forces”.

Chandler, being a historian rather than an economist, was more interested in reality than in hypotheticals. He understood and tried to explain the actual landscape of large-scale business. I have always wondered what would have happened to economics had it absorbed the true gist of the challenge issued by Coase in 1937. The impudence of that challenge has never been fully understood. Coase asked simply: “why do firms exist?”. After all if market forces are as supreme as the textbooks tell us, there is no room for business organization at all. We ought be able to accomplish all our transacting through a web of contracts in the open marketplace.
Indeed the most common response of economists to the challenge represented by business organization is to argue that a business organization is simply such a web of contracts. In this view we can continue to ignore any oddities of business organization since it is indistinguishable from the market. In this view the firm exists at a “nexus of contracts” and has no special attributes that cannot be negotiated and contracted for in the marketplace.
Except this is not true....



The key to understanding corporations is to separate the economics from everything else. We need to do this because the economics, as expressed in various theories of the firm, are usually entirely idealized and bear no resemblance to reality. Economists, as usual, love to theorize about things that don’t exist but which they wished did exist....

Corporations, far from being products of the free market, are actually franchises of the state. They are sub-contracted jurisdictions.
To be a corporation is to possess a charter from the state. That charter brings privileges not available to non-corporations. The most notable privilege is that the corporation is recognized as a distinct legal entity separate from any “natural” person who may be associated with it. And because the corporation is brought into existence prior to it being populated or animated by any natural person, it is not owned by any of them. It is unowned. In this sense it is akin to a nation state, the church, most universities, and, at least here in the US, most towns, It would be odd to describe any of those bodies as being owned by the people who animate them. Yet we routinely talk of firms being owned by stockholders. It is this misattribution of ownership that leads most economists astray in their theorizing...
Peter Radford explain why this is important and what problems misunderstanding engenders.

The Radford Free Press
Who “Owns” a Corporation?
Corporations Cont’dPeter Radford

Tuesday, December 12, 2017

Diane Coyle — Management as a productive resource


The economic theory of "the firm" (representative firm) assumes homogeneity that may not be there, which widely differing results in output and productivity suggests in the case.
I’ve been browsing through Edith Penrose’s Theory of the Growth of the Firm, having read the biography by Angela Penrose, No Ordinary Woman. Published in 1959, it is an interesting narrative approach to the dynamics of individual firms, with plentiful examples from case studies. One can see that it was heading in a very different direction methodologically from mainstream economics, and hence why Penrose was taken up by business schools instead.… 
All of this reminded me very much of the recent World Management Survey work by Nick Bloom, John Van Reenen and colleagues looking at the importance of management quality for firm productivity. They write: “Economists have long puzzled over the astounding differences in productivity between firms and countries. In this paper, we present evidence on a possible explanation for persistent differences in productivity at the firm and the national level — namely, that such differences largely reflect variations in management practices.” Maybe Penrose was less puzzled than many.
The Enlightened Economist
Management as a productive resource
Diane Coyle | freelance economist and a former advisor to the UK Treasury. She is a member of the UK Competition Commission and is acting Chairman of the BBC Trust, the governing body of the British Broadcasting Corporation

Friday, July 29, 2016

Scott Adams — Experience is Overrated

Most educated people could make informed decisions about most political questions if they had the benefit of world-class advisors. That’s my claim.
But how about international trade agreements, tax policy, and healthcare? Those are complicated, right? Yes. Indeed, no president understands those topics in sufficient detail to be trusted with a solo decision. So in those cases, you need advisors. That brings us to the question of how you can find the right advisors.
Easy.
If it’s a military question, you ask the head of the Joint Chiefs of Staff to get you the right advisors for the topic.

If you have a law-and-order question, ask someone like Rudy Giuliani to come up with some suggested advisors. Giuliani could give you ten names from both parties.
If you need experts in economics, ask your Chief of Staff to round up a few top economists (Nobel winners, for example) from both parties and see if they all say the same thing. They won’t. So in that field, there is no such thing as useful expert advice.
And so on. The point is that it is easy for a President of the United States to assign people to find the best advisors. The President isn’t making phone calls and interviewing experts all day. The President sees the experts who have already been vetted by several other experts.
Technocracy as democracy.

Scott Adams' Blog
Experience is Overrated
Scott Adams

Wednesday, May 18, 2016

HBR — You Can’t Make Good Predictions Without Embracing Uncertainty

But the uncertainty of the future is no excuse for less rigor or clarity. A consistent, quantitative perspective on uncertainty not only builds the best foundation for making good management decisions but also provides a platform for developing a shared understanding of trade-offs, bridging disagreement and establishing accountability.…
Uncertainty cannot be pretended away.

Harvard Business Review
You Can’t Make Good Predictions Without Embracing Uncertainty
Peter Hopper, partner and managing director of the Hong Kong office of the Strategic Decisions Group, and Carl Spetzler, chairman and CEO of SDG and coauthor

Thursday, June 25, 2015

Chris Dillow — Managerialism vs innovation


Is creativity no longer an option that increases efficiency and effectiveness of real resources in the long run but also but necessary in a complex adaptive society faced with emergent challenges some of which are existential? Sir Ken Robinson thinks so. R. Buckminster (Bucky) Fuller thought so.

One of the key rationale for libertarianism of both left and right is freedom to explore, which is a necessary condition for development and expression of creativity. Some even so far as to hold that creativity is a key feature of human nature and the ability to develop creativity is a natural right. Those deprived of that right risk failure to become truly human.

This is a key argument against the wages system as being a form of slavery that treats humans as less than human in treating labor as other commodities exchanged for money in commodity markets. It is also a deep critique of the class system in that it prevents all classes from expressing the potential of their species nature owing to the conditions under which people live. See Marx's theory of alienation and Marx's theory of human nature

As a life scientist, Roger Erickson is constantly emphasizing the significance of adaptive rate and return on coordination for a complex adaptive system to meet and exceed the challenges of emergence. Broadly speaking, creativity is a necessary condition for this, and incubating creativity is therefore of the highest priority.

The most significant matter is that since creativity is natural, nothing needs to be added. Rather, the obstacles just need to be removed. This can be accomplished through enlightened approaches to education and management that prioritize the important rather than mistaking the trivial for the important.

Stumbling and Mumbling
Managerialism vs innovation
Chris Dillow | Investors Chronicle

Friday, January 16, 2015

Is The USA Toppling Like GM? From It's Own, Stubborn Clumsiness?

  (Commentary posted by Roger Erickson)


Latest example? Now the DHS says itself that it is a terrifyingly expensive flop.
A report assessing the Department of Homeland Security since its formation in 2002 finds mission-critical failures across all five of the DHS sectors, and struggles to prove the DHS is effective. 
"Like some toxic jug of moonshine, [security software code - not to mention other entire projects] was passed around among agency and contract personnel until, $1.2 billion later, it still didn't work."
The constant causality?
"insufficient agency management"
The only question not addressed here is ..... what to do instead?

Just keep throwing more $ at what doesn't & can't work?

Or just close down, & put the Constitution into storage? 

Anything in between those 2 options?

Oh, and, either way, continue de-regulating anything & everything that should be adequately regulated? That'll fix it!

We can't change anymore? Is the USA toppling, from it's own, stubborn clumsiness?

No wonder Neo-Liberal rats have been abandoning the USA. They knew all along that they could never go wrong shorting themselves and their own policies.

For the rest of us, there's a choice looming. There are ALWAYS complications. It's what we do about them that makes the difference between tuning and giving up, between suicide and intelligent self-regulation.



Monday, May 5, 2014

Brad DeLong — Technology: Its Identity, Its Diffusion, and the Near-Bankruptcy of Modern Economic Theory


Deconstructing technology.

Technology is more than neat stuff. Obviously, it's dependent on technological know-how, now being touted in education as STEM.

However, it is more than technological know-how, too. It is organizational ability. The great generals (strategos means general in Greek) of the past showed this to be the case in defeating more numerous opponents. It was the secret of the Roman empire that allowed them to dominant the known world in their day.

Management is an integral element of capital. The early capitalists possessed it themselves, and the later ones have hired it and cut it in to the return on capital. This clearly has an impact on capital share versus labor share.

WCEG — The Equitablog
Technology: Its Identity, Its Diffusion, and the Near-Bankruptcy of Modern Economic Theory
Brad DeLong

Friday, January 24, 2014

FlipChart Rick — Hierarchy Works

There has been a lot of excitement about Zappos new hierarchy free, self-organising, boss-less organisation. The holocracy, as it’s known, is all very zeitgeisty. My Twitter timeline is full of articles about smashing corporate hierarchies and getting rid of executives. Last year, Gary Hamel, described in Fortune magazine as ‘the world’s leading expert on business strategy’, told the CIPD conference that “management is a busted flush” and organisations should be getting rid of their managers. And, of course, everyone knows that Generation Blah don’t like hierarchy. Executives, reporting lines, procedures, organisation charts – all that stuff is just so square, daddio.
 At what looks like the other extreme of management philosophy, Amazon has gone for a neo Taylorist model with high control over workers at all levels in the organisation. It’s not very trendy and, on the whole, my Twitter timeline doesn’t like Amazon.
But, of course, Amazon owns Zappos. Under one corporate roof, what looks like a social experiment is taking place. Two rival philosophies of management are being tested out.
Pieria
Hierarchy Works
FlipChart Rick

The chief difference between hierarchical and consensual organization is selection of leadership. 

Hierarchical organization operates from a chain of command with leadership slot filled from above and preserved by title, rank, and privilege ("perks"). Retention may be ruthlessly based on performance, but the fact remains that the structure is crystalline and rigid.

Consensual organization is based on natural leadership. A leader is one whom others choose to follow owing to superior qualities not restricted to achieving objectives effectively and efficiently in Drucker's Management-by-Objectives style. Deming's Total Quality Management is closer, but it still subordinates people to results and process to structure, whereas they need to be balanced and harmonized for synergy. 

Abraham Maslow's Eupsychian Management and Theory Z (different from Ouchi's theory z and an extension of MacGregor's contrast of theory x and theory y) are much more in the consensual style of creating a holistic culture of success and fulfillment, quantity and quality. Not coincidentally, Maslow was a friend of anthropologists Ruth Benedict and Margaret Meade, and their influence lead him to study tribal culture and incorporate it into an analysis of a psychology of human nature as universal rather than basing a theory on a particular temporal, geographical and cultural subset of humanity. It is therefore no accident that his management ideas are closer to the consensual and incorporate a wider range of quality. See "Abraham Maslow: Father of Enlightened Management" by Edward Hoffman, Training Magazine, September 1988, pages 79-82.

The devil is in the details, however. A theoretical management style must be instantiated in a particular context. Scott Adams has made a lot of people laugh and himself a lot of money by lampooning management by fad, for example.

The challenge is integrating the many facets of organizational structure and management into institutional arrangements and culture through a combination of explicit rules and implicit customs and conventions, which involves integrating the scientific (quantity) and humanistic (quality) approaches. See, for instance, The Capitalist Philosophers: The Geniuses of Modern Business–Their Lives, Times, and Ideas by Andrea Gabor, Times Business (2000) for a summary of the ideas of Frederick Winslow Taylor, Mary Parker Follett, Chester Barnard, Fritz Roethlisberger and Elton Mayo, Robert McNamara, Abraham Maslow and Douglas McGregor, W. Edwards Deming, Herbert A. Simon, Alfred Du Pont Chandler and Alfred Sloan, and Peter F. Drucker.

Friday, March 29, 2013

Charles Hugh-Smith — The Knowledge Economy's Two Classes of Workers

Setting aside that our economy is by and large organized to benefit a State-financial Elite and the technocrat Caste that serves them, let's consider the two classes of worker in what Peter Drucker labeled the Knowledge Economy in his 1993 book Post-Capitalist Society.
At the risk of simplifying Drucker's nuanced account, here is a precis:

The Marxist class division of labor vs. capitalist/management no longer adequately describes the new economy, as knowledge workers own "the means of production" which is first and foremost knowledge. Corporations and government offer an organization within which workers can apply their knowledge (i.e. the means of production in a knowledge economy).

Since the new economy is no longer characterized by capital vs. labor, it is a post-capitalist economy.
Knowledge workers are a minority of the workforce; the majority are service workers, either skilled or low-skilled.

Economist Robert B. Reich divides the workforce into similar categories: "symbolic analysts" (knowledge workers) and two classes of service workers: "routine producers" and "in-person servers."
Of Two Minds
The Knowledge Economy's Two Classes of Workers
Charles Hugh-Smith

Just as the Industrial Era replaced the Agricultural Era and was different from it, so too, the Digital Era is replacing the Industrial Era and bringing about another profound transformation of work and management.

Sunday, November 25, 2012

Los Angeles Times — Poor management, not union intransigence, killed Hostess


Scapegoating failure.
The company had done almost nothing in the last 10 years to modernize or expand its offerings.
Los Angeles Times | Business
Poor management, not union intransigence, killed Hostess
Michael Hiltzik

Tuesday, October 23, 2012

Matthew E. May — Approach to Innovation

  • Lean features
  • Loose Reins
  • Quiet Minds
The Harvard Business Review | HBR Blog NetworkThe Less-Is-Best
Approach to Innovation
Matthew E. May

Monday, August 20, 2012

Presidio Graduate School — Free Online Course in Sustainable Leadership

MOOC 1: One Planet Sustainable Leadership

A MOOC is a “Massive Open Online Course” offered free to anyone, anywhere in the world.

Presidio Graduate School is offering this four-part MOOC in support of our mission to provide access to cutting edge theory and practice in the field of Sustainable Leadership. Each session will provide a one-hour highly interactive learning experience—including quizzes, break-out discussions, and videos—in addition to post-session follow-up resources, tools, and models.

This One Planet Sustainable Leadership MOOC is designed to provide an open version of the Sustainable Leadership curriculum in the pioneering courses offered at Presidio Graduate School. Presidio has prepared over 700 MBA/MPA students to take on the challenges that come with building sustainable businesses and organizations.

Professors Cynthia Scott Ph.D. M.P.H. and Tammy Esteves Ph.D. will facilitate this course. They teach and guide student projects in Presidio’s MBA/MPA programs. Both are pioneers in applying behavioral science and collaborative leadership approaches to sustainability challenges. They draw upon a broad background of innovative consulting and thought leadership built from years of teaching in cutting-edge programs.

The course will have four one-week sessions:
• Week 1 Sustainability Leadership-session on 9/25, 1 PM PST; 

• Week 2 Systemic Leadership-session on 10/2, 1 PM PST 

• Week 3 Creating Sustainable Change-session on 10/9, 1 PM PST 
• Week 4 Leaders as Change Makers-session on 10/16, 1 PM PST

This course will provide you with tools and resources to:
• Think Like A Sustainability Leader: Apply sustainability thinking to strategy, brand positioning, product innovation and employee engagement.
• Provide Systemic Leadership: Discover leverage points for change, inside and outside your organization.
• Create Sustainable Change: Predict the stages of individual and organizational change so you can decrease resistance and increase commitment.
• Build Leadership Resilience: Attain personal and organizational resilience to maintain change and harvest innovation.

Download detailed course overview

For more information, contact Ryan Cabinte, Faculty Director, atryan.cabinte@presidioedu.org or 415-655-8956.

(h/t Scott Fullwiler via Twitter) 

Monday, July 30, 2012

"Socialized medicine" most cost-effective: Study

NHS among developed world's most efficient health systems, says study. Report in the Journal of the Royal Society of Medicine finds health service second only to Ireland for cost-effectiveness....

Among the 17 countries considered, the United States healthcare system was among the least efficient and effective.... 
Looking at elderly patients, the difference was even more stark with the best performers – Ireland, the UK and New Zealand – having health systems that were three times more effective and efficient than the worst – Switzerland, Portugal and the US....Read it at The Guardian (UK)
Pritchard points out that even Adam Smith, the Scottish economist and father of market-based ideology, thought the state was "probably better" at health and education. 
NHS among developed world's most efficient health systems, says study
Randeep Ramesh
(h/t Michael Moore via Twitter)

Wednesday, July 18, 2012

Joe Romm, Greg McKeown remember Stephen Covey

Stephen Covey, author of the mega-seller, "The 7 Habits of Highly Effective People," died Monday at the age of 79.
Read it at Climate Progress
Remembering Stephen Covey
by Joe Romm
There are many who want to be like Stephen Covey. There are many who didn't like the way his ideas were expressed or applied. But Stephen was a man who was in the arena trying to teach and make a difference. In this pursuit, I do aspire to be like him.
Read it at The Harvard Business Review | HBR Blog Network
Stephen R. Covey Taught Me Not to Be Like Him
by Greg McKeown

Friday, May 4, 2012

Inc. — How to Build a Beautiful Company


Employing open-book management and leadership by consensus, the Sky Factory's Bill Witherspoon has set out to create the perfect business.

Read it at Inc. (short)
How to Build a Beautiful Company
by Bill Witherspoon

Disclosure: Bill is an old acquaintance. He is a very talented and creative artist, as well as an entrepreneur and leader.

Sunday, April 29, 2012

No boss? Hey, there's an idea!

Earlier this week, Valve Software—the company behind the Half-Life, Counter-Strike and Portal video game series—released its employee handbook to the public because, according to Valve co-founder Gabe Newell, somebody asked. “I’d mentioned the handbook on a podcast and one of the listeners contacted us and said ‘Hey, can I get a copy?’ So [designer] Greg Coomer sent him a copy and all of a sudden it got posted online,” he said. The handbook attracted a lot of attention because, in addition to offering company massage rooms and free food, Valve has a unique corporate structure rarely seen at such a large company. Valve has 300 employees but no managers or bosses at all. Newell talked to Bloomberg Businessweek about his company’s environment and how it works.
Read it at Bloomberg Businessweek
Why There Are No Bosses At Valve
By Claire Suddath
(h/t Naked Capitalism)

Sunday, January 8, 2012

The dumbest idea in the world


"There is only one valid definition of a business purpose: to create a customer."Peter Drucker, The Practice of Management
Read it at Forbes

The Dumbest Idea In The World: Maximizing Shareholder Value
by Steve Denning