Luiz Carlos Bresser-Pereira
- Published in print:
- 2004
- Published Online:
- November 2004
- ISBN:
- 9780199261185
- eISBN:
- 9780191601507
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199261180.003.0024
- Subject:
- Political Science, Democratization
State capacity depends, most of all, of its democratic institutions. Only a strong and legitimate state will be able to provide good governance, individual and social justice, the guarantee of ...
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State capacity depends, most of all, of its democratic institutions. Only a strong and legitimate state will be able to provide good governance, individual and social justice, the guarantee of property rights and contracts, the protection to political and social rights, the defence of the national interests. An effective and efficient democratic state depends also on a good state organization and on competent government officials, able to make trade-offs between their legitimate personal objectives and the public interest. Public management reform is the contemporary form of assuring this kind state organization. In modern democracies, government officials–public managers as well as elected politicians–although also looking out for their own interests, are supposed to share republican virtues, to be committed to the general interest and to the protection of the public patrimony. Democratic institutions make them accountable for that.Less
State capacity depends, most of all, of its democratic institutions. Only a strong and legitimate state will be able to provide good governance, individual and social justice, the guarantee of property rights and contracts, the protection to political and social rights, the defence of the national interests. An effective and efficient democratic state depends also on a good state organization and on competent government officials, able to make trade-offs between their legitimate personal objectives and the public interest. Public management reform is the contemporary form of assuring this kind state organization. In modern democracies, government officials–public managers as well as elected politicians–although also looking out for their own interests, are supposed to share republican virtues, to be committed to the general interest and to the protection of the public patrimony. Democratic institutions make them accountable for that.
Simon Learmount
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780199269082
- eISBN:
- 9780191719257
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199269082.001.0001
- Subject:
- Business and Management, Corporate Governance and Accountability
This book explores current thinking on corporate governance by way of a detailed study of the governance practices of fourteen Japanese companies. The author of this book was granted extensive access ...
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This book explores current thinking on corporate governance by way of a detailed study of the governance practices of fourteen Japanese companies. The author of this book was granted extensive access to these Japanese companies, as well as to their partner companies, their shareholders, and their banks, and was therefore able to provide a detailed insight into the way that Japanese companies are actually governed on a day-to-day basis. The book suggests that current mainstream conceptualizations of corporate governance are inadequate, as they do not help to understand the way that these Japanese companies are directed and controlled in practice. In the majority of cases, governance operates through a system which draws on the reciprocal obligations, responsibilities, and trust generated in everyday interactions at the individual and organizational level. The conclusions of the research have important implications not only for our understanding of the Japanese system of corporate governance, but also for international corporate governance policy and research in general. In particular, the book commends greater recognition that alongside the currently dominant concern ‘controlling’ the behaviour of company managers, the governance of companies might equally be considered in terms of the responsibilities, reciprocal obligations, and trust inherent in everyday interactions.Less
This book explores current thinking on corporate governance by way of a detailed study of the governance practices of fourteen Japanese companies. The author of this book was granted extensive access to these Japanese companies, as well as to their partner companies, their shareholders, and their banks, and was therefore able to provide a detailed insight into the way that Japanese companies are actually governed on a day-to-day basis. The book suggests that current mainstream conceptualizations of corporate governance are inadequate, as they do not help to understand the way that these Japanese companies are directed and controlled in practice. In the majority of cases, governance operates through a system which draws on the reciprocal obligations, responsibilities, and trust generated in everyday interactions at the individual and organizational level. The conclusions of the research have important implications not only for our understanding of the Japanese system of corporate governance, but also for international corporate governance policy and research in general. In particular, the book commends greater recognition that alongside the currently dominant concern ‘controlling’ the behaviour of company managers, the governance of companies might equally be considered in terms of the responsibilities, reciprocal obligations, and trust inherent in everyday interactions.
Brandon C. Welsh and David P. Farrington
- Published in print:
- 2009
- Published Online:
- May 2012
- ISBN:
- 9780195326215
- eISBN:
- 9780199943999
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195326215.001.0001
- Subject:
- Sociology, Law, Crime and Deviance
The United Kingdom has more than 4.2 million public closed-circuit television (CCTV) cameras—one for every fourteen citizens. Across the United States, hundreds of video-surveillance systems are ...
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The United Kingdom has more than 4.2 million public closed-circuit television (CCTV) cameras—one for every fourteen citizens. Across the United States, hundreds of video-surveillance systems are being installed in town centers, public transportation facilities, and schools at a cost exceeding $100 million annually, and now other Western countries have begun to experiment with CCTV to prevent crime in public places. In light of this expansion and the associated public expenditure, as well as pressing concerns about privacy rights, there is an acute need for an evidence-based approach to inform policy and practice. This book assesses the effectiveness and social costs of not only CCTV, but also other surveillance methods to prevent crime in public space, such as improved street lighting, security guards, place managers, and defensible space. It goes beyond the question of “Does it work?” and examines the specific conditions and contexts under which these methods may have an effect on crime as well as the mechanisms that bring about a reduction in crime. At a time when cities need cost-effective methods to fight crime and the public gradually awakens to the burdens of sacrificing their privacy and civil rights for security, the authors provide this guide to the most effective and non-invasive uses of surveillance to make public places safer from crime.Less
The United Kingdom has more than 4.2 million public closed-circuit television (CCTV) cameras—one for every fourteen citizens. Across the United States, hundreds of video-surveillance systems are being installed in town centers, public transportation facilities, and schools at a cost exceeding $100 million annually, and now other Western countries have begun to experiment with CCTV to prevent crime in public places. In light of this expansion and the associated public expenditure, as well as pressing concerns about privacy rights, there is an acute need for an evidence-based approach to inform policy and practice. This book assesses the effectiveness and social costs of not only CCTV, but also other surveillance methods to prevent crime in public space, such as improved street lighting, security guards, place managers, and defensible space. It goes beyond the question of “Does it work?” and examines the specific conditions and contexts under which these methods may have an effect on crime as well as the mechanisms that bring about a reduction in crime. At a time when cities need cost-effective methods to fight crime and the public gradually awakens to the burdens of sacrificing their privacy and civil rights for security, the authors provide this guide to the most effective and non-invasive uses of surveillance to make public places safer from crime.
Michael S. Long and Thomas A. Bryant
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780195301465
- eISBN:
- 9780199867288
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195301465.001.0001
- Subject:
- Economics and Finance, Financial Economics
A closely held firm is not a smaller version of a large public firm, anymore than a child is a miniature adult. While realizing that like large corporations, value comes from a business' ability to ...
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A closely held firm is not a smaller version of a large public firm, anymore than a child is a miniature adult. While realizing that like large corporations, value comes from a business' ability to generate future cash flows, this book emphasize the differences between the two. The primary question is does a separate entity exist or is the business just an extension of its principal owner or manager? If yes, how does this business vary from a large publicly traded firm with market and not management control? This book gets to the fundamental differences between the two and the adjustments made to value correctly. It avoids the traditional multiples of earnings or multiple of sales and other cookie-cutter approaches, to focus on the basic ability to create value. The book also avoids specifics in tax laws as they change and vary between countries.Less
A closely held firm is not a smaller version of a large public firm, anymore than a child is a miniature adult. While realizing that like large corporations, value comes from a business' ability to generate future cash flows, this book emphasize the differences between the two. The primary question is does a separate entity exist or is the business just an extension of its principal owner or manager? If yes, how does this business vary from a large publicly traded firm with market and not management control? This book gets to the fundamental differences between the two and the adjustments made to value correctly. It avoids the traditional multiples of earnings or multiple of sales and other cookie-cutter approaches, to focus on the basic ability to create value. The book also avoids specifics in tax laws as they change and vary between countries.
Grahame R. Dowling
- Published in print:
- 2004
- Published Online:
- October 2011
- ISBN:
- 9780199269617
- eISBN:
- 9780191699429
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199269617.003.0014
- Subject:
- Business and Management, Marketing
This chapter reflects on the lessons relearned in the process of creating the book. Some of these lessons were: Do not get captured by every marketing fad. Most of them have appeared before using a ...
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This chapter reflects on the lessons relearned in the process of creating the book. Some of these lessons were: Do not get captured by every marketing fad. Most of them have appeared before using a different name. Do the planning, simply because its value lies in the discipline of the process. Develop an organizational culture that understands and respects the role of marketing. Create a supportive organizational infrastructure. Strive to quantify the impact of marketing programmes, but be careful how things are measured and how measures can take on a life of their own. Understanding customers is good marketing practice. Tactical segmentation is the key to unlocking this insight.Less
This chapter reflects on the lessons relearned in the process of creating the book. Some of these lessons were: Do not get captured by every marketing fad. Most of them have appeared before using a different name. Do the planning, simply because its value lies in the discipline of the process. Develop an organizational culture that understands and respects the role of marketing. Create a supportive organizational infrastructure. Strive to quantify the impact of marketing programmes, but be careful how things are measured and how measures can take on a life of their own. Understanding customers is good marketing practice. Tactical segmentation is the key to unlocking this insight.
James O'Toole
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780195096446
- eISBN:
- 9780199854875
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195096446.001.0001
- Subject:
- Business and Management, Public Management
This book uses political philosophy to examine the role of the corporation in our culture and its place in creating The Good Society. This book aims to provide business leaders with a practical ...
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This book uses political philosophy to examine the role of the corporation in our culture and its place in creating The Good Society. This book aims to provide business leaders with a practical “compass” to help them navigate the turbulent waters of social change and political conflict. The device helps managers to identify the ideological origins of contemporary political disagreements and understand the philosophical and ethical sources of our differences of opinion about such issues as executive compensation, plant closings, and environmental regulation. The beauty of this “compass” is that it provides a framework for the executive to create order out of the growing chaos of cultural diversity and conflict of values. It is aimed at expanding understanding of the interrelationship of fundamental values.Less
This book uses political philosophy to examine the role of the corporation in our culture and its place in creating The Good Society. This book aims to provide business leaders with a practical “compass” to help them navigate the turbulent waters of social change and political conflict. The device helps managers to identify the ideological origins of contemporary political disagreements and understand the philosophical and ethical sources of our differences of opinion about such issues as executive compensation, plant closings, and environmental regulation. The beauty of this “compass” is that it provides a framework for the executive to create order out of the growing chaos of cultural diversity and conflict of values. It is aimed at expanding understanding of the interrelationship of fundamental values.
Stuart Macdonald
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780199241477
- eISBN:
- 9780191696947
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199241477.001.0001
- Subject:
- Business and Management, Innovation, Organization Studies
Information is not taken seriously. Much is said about the information age, the information economy, the information society, and particularly about information technology, but little about ...
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Information is not taken seriously. Much is said about the information age, the information economy, the information society, and particularly about information technology, but little about information itself. Information has some very odd characteristics, conveniently overlooked by senior managers passionate about knowledge-based, learning organizations; by politicians and public servants, compensating with policy and programme for the information failure of organization and market; and by the IT and dotcom communities, bent on adding value to what they treat as just a commodity. This book looks at innovation from an information perspective; one that puts information first. Its information perspective is applied to eighteenth-century agriculture and high technology, to technology transfer and espionage, to corporate strategy and intellectual property.Less
Information is not taken seriously. Much is said about the information age, the information economy, the information society, and particularly about information technology, but little about information itself. Information has some very odd characteristics, conveniently overlooked by senior managers passionate about knowledge-based, learning organizations; by politicians and public servants, compensating with policy and programme for the information failure of organization and market; and by the IT and dotcom communities, bent on adding value to what they treat as just a commodity. This book looks at innovation from an information perspective; one that puts information first. Its information perspective is applied to eighteenth-century agriculture and high technology, to technology transfer and espionage, to corporate strategy and intellectual property.
Judy B. Rosener
- Published in print:
- 1998
- Published Online:
- October 2011
- ISBN:
- 9780195119145
- eISBN:
- 9780199854882
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195119145.001.0001
- Subject:
- Business and Management, Strategy
The United States has a large number of well-educated, experienced professional women ready, willing, and able to move into the boardrooms and executive suites of corporate America. They represent a ...
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The United States has a large number of well-educated, experienced professional women ready, willing, and able to move into the boardrooms and executive suites of corporate America. They represent a great, untapped economic resource and this book argues that this is America’s competitive secret. Drawing on in-depth interviews with top executives and middle managers, and the latest research on working women and organizational change, the author describes the unique contribution of female professionals. Her profiles of top women managers reveal that they cope well with ambiguity, are comfortable sharing power, and tend to empower others' leadership traits that lead to increased employee productivity, innovation, and profits. The book offers evidence that the changes that help organizations more fully utilize the talents of women are the same changes that will give them an important edge in today’s global workplace. The author explains why the glass ceiling still prevents many competent women from reaching the upper echelons of management. She analyses why women and men are perceived and evaluated differently at work, and provides new insight into the feelings of men who are asked to interact with women in new roles when there are few new rules. The book shows that removing the glass ceiling can no longer be viewed solely in terms of social equity—it is now an economic imperative.Less
The United States has a large number of well-educated, experienced professional women ready, willing, and able to move into the boardrooms and executive suites of corporate America. They represent a great, untapped economic resource and this book argues that this is America’s competitive secret. Drawing on in-depth interviews with top executives and middle managers, and the latest research on working women and organizational change, the author describes the unique contribution of female professionals. Her profiles of top women managers reveal that they cope well with ambiguity, are comfortable sharing power, and tend to empower others' leadership traits that lead to increased employee productivity, innovation, and profits. The book offers evidence that the changes that help organizations more fully utilize the talents of women are the same changes that will give them an important edge in today’s global workplace. The author explains why the glass ceiling still prevents many competent women from reaching the upper echelons of management. She analyses why women and men are perceived and evaluated differently at work, and provides new insight into the feelings of men who are asked to interact with women in new roles when there are few new rules. The book shows that removing the glass ceiling can no longer be viewed solely in terms of social equity—it is now an economic imperative.
William V. Rapp
- Published in print:
- 2002
- Published Online:
- October 2011
- ISBN:
- 9780195148138
- eISBN:
- 9780199849376
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195148138.001.0001
- Subject:
- Business and Management, Information Technology
The focus of this book is on educating on the strategic principles fundamental to using information technology to gain market control. It provides case examples of how to use IT to enhance existing ...
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The focus of this book is on educating on the strategic principles fundamental to using information technology to gain market control. It provides case examples of how to use IT to enhance existing core competencies and strategies. The book is designed to help managers struggling with how to advantageously harness the new information revolution. It can also support executive and business education programs on managing technology when few such studies exist. While Internet and information technologies are currently hot topics, many firms and executives are without the tools and knowledge of how to actually use them to improve results. This book describes how major non-information technology companies are doing this and the strategic principles employed.Less
The focus of this book is on educating on the strategic principles fundamental to using information technology to gain market control. It provides case examples of how to use IT to enhance existing core competencies and strategies. The book is designed to help managers struggling with how to advantageously harness the new information revolution. It can also support executive and business education programs on managing technology when few such studies exist. While Internet and information technologies are currently hot topics, many firms and executives are without the tools and knowledge of how to actually use them to improve results. This book describes how major non-information technology companies are doing this and the strategic principles employed.
Mihnea C. Moldoveanu and Roger L. Martin
- Published in print:
- 2008
- Published Online:
- October 2011
- ISBN:
- 9780195340143
- eISBN:
- 9780199851775
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195340143.001.0001
- Subject:
- Business and Management, Innovation
The MBA is probably the hottest ticket among the current university graduate degree offerings—every year, more than 120,000 students enroll in MBA programs in the United States, and the estimates in ...
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The MBA is probably the hottest ticket among the current university graduate degree offerings—every year, more than 120,000 students enroll in MBA programs in the United States, and the estimates in Europe do not lag far behind. In addition, job prospects have never looked better for business-school graduates; corporations are hiring more business-school graduates every year, and compensating them more handsomely. This book is a review of the major contemporary debates on management education. At the same time, it makes a proposal that will certainly have an impact in business schools: that managers need to develop a series of qualitative tacit skills which could be appropriately developed by integrative curricula brought from different disciplines, including sociology, philosophy, and other social sciences. The book's authors, both involved in the integrative business-education program at the Rotheman School of Management, provide a guide on how to design a reliable integrated program for management students.Less
The MBA is probably the hottest ticket among the current university graduate degree offerings—every year, more than 120,000 students enroll in MBA programs in the United States, and the estimates in Europe do not lag far behind. In addition, job prospects have never looked better for business-school graduates; corporations are hiring more business-school graduates every year, and compensating them more handsomely. This book is a review of the major contemporary debates on management education. At the same time, it makes a proposal that will certainly have an impact in business schools: that managers need to develop a series of qualitative tacit skills which could be appropriately developed by integrative curricula brought from different disciplines, including sociology, philosophy, and other social sciences. The book's authors, both involved in the integrative business-education program at the Rotheman School of Management, provide a guide on how to design a reliable integrated program for management students.
Neil Fligstein
- Published in print:
- 2009
- Published Online:
- October 2011
- ISBN:
- 9780199580859
- eISBN:
- 9780191702297
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199580859.001.0001
- Subject:
- Political Science, European Union
The European Union's (EU) market integration project has dramatically altered economic activity around Europe. This book presents evidence on how trade has increased, jobs have been created, and ...
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The European Union's (EU) market integration project has dramatically altered economic activity around Europe. This book presents evidence on how trade has increased, jobs have been created, and European business has been reorganized. The changes in the economy have been accompanied by dramatic changes in how people from different societies interact. This book argues that these changes have produced a truly transnational European society. The book explores the nature of that society and its relationship to the creation of a European identity, popular culture, and politics. Much of the current political conflict around Europe can be attributed to who is and who is not involved in European society. Business owners, managers, professionals, white-collar workers, the educated, and the young have all benefited from European economic integration, specifically by interacting more and more with their counterparts in other societies. They tend to think of themselves as Europeans. Older, poorer, less educated, and blue-collar citizens have benefited less. They view the EU as intrusive on national sovereignty, or they fear its pro-business orientation will overwhelm the national welfare states. They have maintained national identities. There is a third group of mainly-middle class citizens who see the EU in mostly positive terms and sometimes — but not always — think of themselves as Europeans. It is this swing group that is most critical for the future of the European project. If they favor more European cooperation, politicians will oblige. But, if they prefer that policies remain wedded to the nation, European cooperation will stall.Less
The European Union's (EU) market integration project has dramatically altered economic activity around Europe. This book presents evidence on how trade has increased, jobs have been created, and European business has been reorganized. The changes in the economy have been accompanied by dramatic changes in how people from different societies interact. This book argues that these changes have produced a truly transnational European society. The book explores the nature of that society and its relationship to the creation of a European identity, popular culture, and politics. Much of the current political conflict around Europe can be attributed to who is and who is not involved in European society. Business owners, managers, professionals, white-collar workers, the educated, and the young have all benefited from European economic integration, specifically by interacting more and more with their counterparts in other societies. They tend to think of themselves as Europeans. Older, poorer, less educated, and blue-collar citizens have benefited less. They view the EU as intrusive on national sovereignty, or they fear its pro-business orientation will overwhelm the national welfare states. They have maintained national identities. There is a third group of mainly-middle class citizens who see the EU in mostly positive terms and sometimes — but not always — think of themselves as Europeans. It is this swing group that is most critical for the future of the European project. If they favor more European cooperation, politicians will oblige. But, if they prefer that policies remain wedded to the nation, European cooperation will stall.
Mark J. Joe
- Published in print:
- 2006
- Published Online:
- October 2011
- ISBN:
- 9780199205301
- eISBN:
- 9780191695612
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199205301.003.0029
- Subject:
- Business and Management, Corporate Governance and Accountability, Business History
This chapter wraps up the main points of this book. Corporate governance can be examined in terms of the inner workings of the corporation: the mechanical requirements for the board of directors, the ...
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This chapter wraps up the main points of this book. Corporate governance can be examined in terms of the inner workings of the corporation: the mechanical requirements for the board of directors, the degree to which minority stockholders are protected, the degree to which incentive-compatible compensation is implemented, the quality of specialized committees, and the quality of securities law disclosure, and insider-trading enforcement. The major factors influencing and affecting corporate governance are labor markets, politics, and capital and product markets. Political differences among the world's richest democracies explain much about their corporate differences. Social democracies wedged open the gap between shareholders and managers in public firms by raising agency costs and reducing the efficacy of the techniques that would control them.Less
This chapter wraps up the main points of this book. Corporate governance can be examined in terms of the inner workings of the corporation: the mechanical requirements for the board of directors, the degree to which minority stockholders are protected, the degree to which incentive-compatible compensation is implemented, the quality of specialized committees, and the quality of securities law disclosure, and insider-trading enforcement. The major factors influencing and affecting corporate governance are labor markets, politics, and capital and product markets. Political differences among the world's richest democracies explain much about their corporate differences. Social democracies wedged open the gap between shareholders and managers in public firms by raising agency costs and reducing the efficacy of the techniques that would control them.
Tony Elger and Chris Smith
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780199241514
- eISBN:
- 9780191714405
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199241514.003.0010
- Subject:
- Business and Management, International Business
This chapter analyses the organization and activities of management within these Japanese subsidiaries, and how local managers responded to Japanese innovations in work organization and employment ...
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This chapter analyses the organization and activities of management within these Japanese subsidiaries, and how local managers responded to Japanese innovations in work organization and employment relations. It examines the role of societal differences in the professional formation and orientations of British and Japanese managers, but also addresses variations in the way they were influenced by their specific organizational and occupational careers, and conformed to or challenged received management recipes. This highlights complex processes of alliance and antagonism, not only between British and expatriate Japanese managers, but within each grouping and between different management specialisms. For example, some British managers embraced Japanese management approaches, some distanced themselves using the language of management commonsense, but most emphasized their distinctive competence in managing British labour. The chapter maps and seeks to explain the rather different ways in which such perspectives and patterns of management micropolitics developed in the different firms.Less
This chapter analyses the organization and activities of management within these Japanese subsidiaries, and how local managers responded to Japanese innovations in work organization and employment relations. It examines the role of societal differences in the professional formation and orientations of British and Japanese managers, but also addresses variations in the way they were influenced by their specific organizational and occupational careers, and conformed to or challenged received management recipes. This highlights complex processes of alliance and antagonism, not only between British and expatriate Japanese managers, but within each grouping and between different management specialisms. For example, some British managers embraced Japanese management approaches, some distanced themselves using the language of management commonsense, but most emphasized their distinctive competence in managing British labour. The chapter maps and seeks to explain the rather different ways in which such perspectives and patterns of management micropolitics developed in the different firms.
Dawn R. Gilpin and Priscilla J. Murphy
- Published in print:
- 2008
- Published Online:
- September 2008
- ISBN:
- 9780195328721
- eISBN:
- 9780199869930
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195328721.003.0014
- Subject:
- Business and Management, Strategy
This chapter examines mainstream and complexity-based approaches to postcrisis evaluation. Topics discussed include information gathering for postcrisis evaluation, and learning, debriefing and ...
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This chapter examines mainstream and complexity-based approaches to postcrisis evaluation. Topics discussed include information gathering for postcrisis evaluation, and learning, debriefing and revision of the crisis plan. It argues that crisis behaviors reflect underlying values of an organization, expressing its way of interacting with its environment and treating its stakeholders. Although these patterns of behavior are difficult to break, change can be brought about if managers have the mind-set and the skills to facilitate it.Less
This chapter examines mainstream and complexity-based approaches to postcrisis evaluation. Topics discussed include information gathering for postcrisis evaluation, and learning, debriefing and revision of the crisis plan. It argues that crisis behaviors reflect underlying values of an organization, expressing its way of interacting with its environment and treating its stakeholders. Although these patterns of behavior are difficult to break, change can be brought about if managers have the mind-set and the skills to facilitate it.
Jonathan Fox
- Published in print:
- 1997
- Published Online:
- November 2003
- ISBN:
- 9780198781837
- eISBN:
- 9780191598968
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198781830.003.0016
- Subject:
- Political Science, Democratization
Democracy requires elections, but elections do not always guarantee the organizational autonomy that citizenship requires. Clientelism stands in opposition to autonomy, and its change from an ...
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Democracy requires elections, but elections do not always guarantee the organizational autonomy that citizenship requires. Clientelism stands in opposition to autonomy, and its change from an authoritarian form, where compliance is gained by threats of coercion, goes through many stages before arriving at full autonomy for groups. This study examines a series of three Mexican rural development programmes from the mid 1970s through the 1980s, with an emphasis on the rural Solidarity funds. These show change, but many obstacles, yielding a new form of popular linkage to politics, here called semi‐clientelism, distinctive because compliance is gained by the threat of withholding benefits rather than coercion, while organizations still have no right to autonomy. As a result of bargaining among three key actors, social movements, authoritarian elites, and reformist state managers, voters are less coerced, but still limited.Less
Democracy requires elections, but elections do not always guarantee the organizational autonomy that citizenship requires. Clientelism stands in opposition to autonomy, and its change from an authoritarian form, where compliance is gained by threats of coercion, goes through many stages before arriving at full autonomy for groups. This study examines a series of three Mexican rural development programmes from the mid 1970s through the 1980s, with an emphasis on the rural Solidarity funds. These show change, but many obstacles, yielding a new form of popular linkage to politics, here called semi‐clientelism, distinctive because compliance is gained by the threat of withholding benefits rather than coercion, while organizations still have no right to autonomy. As a result of bargaining among three key actors, social movements, authoritarian elites, and reformist state managers, voters are less coerced, but still limited.
Roy C. Smith and Ingo Walter
- Published in print:
- 2006
- Published Online:
- September 2006
- ISBN:
- 9780195171679
- eISBN:
- 9780199783618
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195171675.003.0005
- Subject:
- Economics and Finance, Microeconomics
US corporations are not required by law to have a chief executive officer, but are required to have a board of directors. How the board arranges things beyond that is up to it. In the “pre-modern” ...
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US corporations are not required by law to have a chief executive officer, but are required to have a board of directors. How the board arranges things beyond that is up to it. In the “pre-modern” days, most large corporations were managed by their founders. By the advent of the “modern” public corporation described by Berle and Means in 1932, most of the old magnates, entrepreneurs, and promoters who had built successful companies before the 1920s had left the scene and were replaced by hired professional managers.Less
US corporations are not required by law to have a chief executive officer, but are required to have a board of directors. How the board arranges things beyond that is up to it. In the “pre-modern” days, most large corporations were managed by their founders. By the advent of the “modern” public corporation described by Berle and Means in 1932, most of the old magnates, entrepreneurs, and promoters who had built successful companies before the 1920s had left the scene and were replaced by hired professional managers.
Rosemary Deem, Sam Hillyard, and Michael Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.001.0001
- Subject:
- Business and Management, Knowledge Management
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and ...
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The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.Less
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.
Luc Rouban
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198294467
- eISBN:
- 9780191600067
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198294468.003.0005
- Subject:
- Political Science, Comparative Politics
In France, the notion of a senior civil servant is a social rather than a legal one, and senior civil servants may be defined through their role as privileged partners of political power and ...
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In France, the notion of a senior civil servant is a social rather than a legal one, and senior civil servants may be defined through their role as privileged partners of political power and participation in government decision‐making; they are a heterogeneous group of senior managers of the state public administration, whose members share neither the same careers nor prestige nor professional culture, and regard themselves generally as intellectuals rather than as managers. The relationship between senior civil servants and politicians is more ambiguous and closer in the 1990s than it was during the 1960s, and the politicization of the senior civil service has been considerably strengthened, but senior civil servants still consider themselves as representing the permanence of the state, and are still reluctant to talk freely about their political involvements. Whatever the social changes that have occurred during the last 15 years and whatever the political changes, the senior civil service remains strong. An overview of the higher French civil service has to take into account three variables that interact simultaneously: the fundamentally individualistic culture acquired during years of professional training; the decisive role of the grand corps in the career path and in the representation of what is ‘good administrative work’; and the privileged social rank of the higher civil service. This chapter presents the main characteristics of senior public managers in France by trying to highlight signs of an evolution since the 1960s; the different sections look at recruitment and promotion methods, the political activity and mobility of senior civil servants, the internal hierarchy of the civil service, the sociological characteristics of senior public managers, the professional relationships of senior civil servants, the absence of any higher civil service policy, and the debated question of the erosion of higher civil service social status.Less
In France, the notion of a senior civil servant is a social rather than a legal one, and senior civil servants may be defined through their role as privileged partners of political power and participation in government decision‐making; they are a heterogeneous group of senior managers of the state public administration, whose members share neither the same careers nor prestige nor professional culture, and regard themselves generally as intellectuals rather than as managers. The relationship between senior civil servants and politicians is more ambiguous and closer in the 1990s than it was during the 1960s, and the politicization of the senior civil service has been considerably strengthened, but senior civil servants still consider themselves as representing the permanence of the state, and are still reluctant to talk freely about their political involvements. Whatever the social changes that have occurred during the last 15 years and whatever the political changes, the senior civil service remains strong. An overview of the higher French civil service has to take into account three variables that interact simultaneously: the fundamentally individualistic culture acquired during years of professional training; the decisive role of the grand corps in the career path and in the representation of what is ‘good administrative work’; and the privileged social rank of the higher civil service. This chapter presents the main characteristics of senior public managers in France by trying to highlight signs of an evolution since the 1960s; the different sections look at recruitment and promotion methods, the political activity and mobility of senior civil servants, the internal hierarchy of the civil service, the sociological characteristics of senior public managers, the professional relationships of senior civil servants, the absence of any higher civil service policy, and the debated question of the erosion of higher civil service social status.
John F. Wilson and Andrew Thomson
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199261581
- eISBN:
- 9780191718588
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199261581.001.0001
- Subject:
- Business and Management, Business History
There is a dearth of literature on management history as a key factor in modern economic society. This book aims to rectify that. It covers the period since the Second Industrial Revolution that ...
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There is a dearth of literature on management history as a key factor in modern economic society. This book aims to rectify that. It covers the period since the Second Industrial Revolution that started around 1870, when new organizational structures and managerial systems and skills became necessary. It focuses on manufacturing and larger-scale business, since these are the areas which have caused the greatest controversy about the weaknesses displayed by British industry in comparison to other countries such as the USA, Germany, and later Japan in the move to managerial capitalism. The book uses two main sets of explanatory factors. First, it uses a wide range of twenty-six ‘drivers’ or influences on the development of management, which are brought together in three categories (technological-cum-market; institutional/cultural; and business policy and practice). Second, it takes up four main themes that explain why Britain may have fallen behind: the persistence of personal and proprietorial capitalism; organizational structure and transaction costs; social attitudes towards industry; and the slow transition towards professionalism. The twelve chapters in the book are divided into five sections in which management is analysed according to different perspectives: a scene-setting and theoretical introduction; a focus on organizational development; a contextual focus concentrating on managers as a group; a focus on key managerial functions; and a concluding chapter which reflects on the recent changes in the themes.Less
There is a dearth of literature on management history as a key factor in modern economic society. This book aims to rectify that. It covers the period since the Second Industrial Revolution that started around 1870, when new organizational structures and managerial systems and skills became necessary. It focuses on manufacturing and larger-scale business, since these are the areas which have caused the greatest controversy about the weaknesses displayed by British industry in comparison to other countries such as the USA, Germany, and later Japan in the move to managerial capitalism. The book uses two main sets of explanatory factors. First, it uses a wide range of twenty-six ‘drivers’ or influences on the development of management, which are brought together in three categories (technological-cum-market; institutional/cultural; and business policy and practice). Second, it takes up four main themes that explain why Britain may have fallen behind: the persistence of personal and proprietorial capitalism; organizational structure and transaction costs; social attitudes towards industry; and the slow transition towards professionalism. The twelve chapters in the book are divided into five sections in which management is analysed according to different perspectives: a scene-setting and theoretical introduction; a focus on organizational development; a contextual focus concentrating on managers as a group; a focus on key managerial functions; and a concluding chapter which reflects on the recent changes in the themes.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0004
- Subject:
- Business and Management, Knowledge Management
This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of ...
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This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of management — neoliberal and neo-technical — and their bearing upon manager-academics' working lives. Drawing upon data from the ESRC New Managerialism project, the chapter examines responses to change in the UK higher education sectors and the extent to which NM has been accepted and internalized (or rejected) by contemporary manager-academics. It addresses four major themes: the identities of manager-academics, generic principles and values about the role of academics in the university, practical characteristics of everyday life in universities, and how academics are turned into manager-academics and their understandings of their careers.Less
This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of management — neoliberal and neo-technical — and their bearing upon manager-academics' working lives. Drawing upon data from the ESRC New Managerialism project, the chapter examines responses to change in the UK higher education sectors and the extent to which NM has been accepted and internalized (or rejected) by contemporary manager-academics. It addresses four major themes: the identities of manager-academics, generic principles and values about the role of academics in the university, practical characteristics of everyday life in universities, and how academics are turned into manager-academics and their understandings of their careers.
