Category Archives: Management Theory

Management theories from Fayol and Taylor onwards

Sustainable Wealth of Nations

During the initial phase of industrialisation, Adam Smith argued that a nation’s supply of ‘wants and conveniences’ depended mostly on the ‘skill, dexterity and judgment’ of its workers and the extent to which they were employed. His example was the pin factory in which, through specialisation of work tasks, productivity could be multiplied many thousand fold, so that workers in an industrialised nation could enjoy a hugely enhanced standard of living. Smith argued that the wealthy should pay a greater portion of their income in taxes so the nation could provide education, for example, for the less well-off to compensate for the ‘mental mutilation’ caused by the boring, repetitive nature of their ‘specialised’ work.

So how did we get from that position, identified by the father confessor of industrial capitalism, to where we are today, with the Bob Diamonds, Fred Goodwins and Philip Greens of our world being paid zillions for not very much, the less well-off paying proportionately most in taxes and today’s pin factories run by ‘ruthlessly hard-driving, strictly top-down, command-and-control focused, shareholder-value obsessed, win-at-any-cost business leaders’? One explanation is provided in The Road to Co-operation.
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Innovation, Strategy, Culture and Suicide

Eras of rapid change come and go. Schumpeter, Kondratiev, Piatier and others, studied waves of fundamental innovations. We are in the middle of the 4th wave at the moment (comprising ICT, electronics, internet, biotechnology, molecular engineering and the applications of quantum mechanics, etc), still with new innovations being developed, some still growing, some already maturing and some even starting to decline.

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The Neoclassical S-Curve

The pattern of technological progress has been found to be surprisingly consistent. New technology has to clear various hurdles before attracting funds for its commercial development. A successful project that gets fully exploited grows fast, all the time getting detailed improvements and added features. Eventually, progress begins to slow, returns from further R&D diminish and the technology begins to stagnate, before being replaced by something totally new and different which starts the whole process off again. The graph of this progression is the S curve, starting at the tail of the S, going through a rapid growth and tailing off, before being replaced by a new S.

About 30 years ago, when Friedman’s fixation on maximising shareholder wealth was beginning to be widely adopted, S curves were a trendy form of strategic analysis. They had been applied to many industrial sectors, studying the introduction, development and replacement of technologies, all following discernible S curve progressions. However, the idea was not then applied to theoretical development.

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In Praise of Renegades

The economic mainstream has flowed on its capital oriented way with relatively little deviation despite its manifest limitations, errors, omissions and downright falsehoods. And despite the occasional disasters to which it gives rise.

In the middle of last century, J M Keynes corrected some of the more apparent errors of the classical model, but his aim was improvement rather than revolution. He did argue powerfully that ‘the madmen in authority’ should accept the maintenance of full employment as their moral responsibility, but renegade he was not.

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Don’t ask “Mr Moneybags” how to run the economy

As Nobel laureate Paul Krugman pointed out ‘a country is not a business’. So why, he asked, do politicians think it is sensible to ask a successful businessman for advice on running the country? Why, for example, is David Cameron asking Sir Philip Green for his input? His views are clear and predictable, and of no relevance to running a successful economy.

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Moral Responsibilities of Corporate Officials

The corporate monster is destroying the world, tearing up its soil to gobble up its precious resources, fouling its air, polluting its water and damaging its climate, while rewarding the few with untold riches, but leaving the masses in poverty. That’s how things work, unless they are prevented. Free-market ideology is having a hard time right now. But maybe not hard enough.

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The Importance of Agency in ‘The Rise and Fall of Management’

‘The Rise and Fall of Management’ highlights some issues as of particular importance to the current situation. For instance, the universal adoption of agency theory. Agency is a legal relationship where the agent acts on behalf of the principal who is bound by the agent’s actions, and the agent is bound to act, in his or her professional capacity, in the principal’s best interests. So much is not in doubt. Moreover, early examples of this legal relationship related to the commercial world, as in the old overseas trading companies where the ship’s captain acted as the agent of the ship’s owners. That origin too is not questioned.

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The Politicisation of Industry

Keynes recognised that the legislation protecting worker’s rights might lead to powerful trades unions, motivated by political ideals rather than the long term interests of their members, being the cause of wages led inflation damaging economic activity. His mistake was to argue that it was a political problem for governments, rather than a problem for economics. So no action was taken till the advent of the Thatcher government.

Today the boot is on the other foot. Free market fundamentalism is no less political than the unions were 30 years ago. The fervent ideological belief in private industry being good, public bad, regulation bad, and above all, the primacy of shareholder property rights and the purpose of industry being to maximise their value … all that is equally damaging to industry, perhaps even more so, than was unbridled union power.

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Entrepreneur to Deal Maker: the strategic manager’s progress

As recounted in ‘The Rise and Fall of Management’, from the earliest days of industrialisation down to the present day, perhaps one of the most striking step changes to take place has been the adoption of the strategic perspective. It was not till the mid 1960s that long range planning and what became known as strategic management received much overt attention. First in large companies, then among consultants and, finally, in academe, strategy became a dominant perspective, widely acknowledged as the lynch pin of management theory and practice.

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