Accounts of the origins and development of management have two deficiencies: (1) they fail to distinguish managing a business from other types of managing and (2) they are more often histories of…
Reductionism is a doctrine that maintains that all objects and events, their properties and our experience and knowledge of them, are made up of ultimate elements, indivisible parts. For example, the…
Almost 30 years ago — in 1970 — the largest commercial bank in Sweden, Handelsbanken, was in a major crisis. Profitability was low and the bank was in conflict with the authorities. As a result of…
It is difficult to overstate the extent to which most managers and the people who advise them believe in the redemptive power of rewards. Certainly, the vast majority of U.S. corporations use some…
All organizations possess three structures to solve their inescapable problems of compliance, of social interaction, and of value creation. Within OrgPhysics, the value creation structure is the only…
Org speak in most companies is pretty vulgar and usually highly exchangeable among them. That is why the Dilbert cartoons work so well. The words are quite the same everywhere. The language is rather…
Executives don’t realize it, but a hierarchy of managers exacts a hefty tax on any organization: Managers are expensive, increase the risk of bad decisions, disenfranchise employees, and slow…
Any company that aspires to succeed in the tougher business environment of the 1990s must first resolve a basic dilemma: success in the marketplace increasingly depends on learning, yet most people…
We use cookies on our website. Some of them are technically necessary, while others help us to improve this website or provide additional functionalities.