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261. Jeffrey Pfeffer: Seven practices of successful organizations  
In this excerpt from his recently published book, The Human Equation: Building Profits by Putting People First, the author argues that many managers continue to overlook the extent to which the more…  
262. Paul Simon Adler: Democratic taylorism: The Toyota Production System at NUMMI  
The human aspects of Japanese manufacturing management techniques, in particular those embodied in the Toyota production system, are currently under intense debate. Do they represent a good model for…  
263. J.C. Spender: Modern management: Origins and development  
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…  
264. Russell Ackoff: Systems, messes and interactive planning  
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…  
265. Jan Wallander: Budgeting – an unnecessary evil  
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…  
266. Alfie Kohn: Why incentive plans cannot work  
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…  
267. OrgPhysics: Value creation and the three leadership structures  
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…  
268. Thought of the Day: courage  
I find that the words "courage" and "fear" are greatly over-used these days, in the context of work and organizations. By Niels Pflaeging  
269. Thought of the Day: language at work  
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…  
270. Organizations are  
Organizations are not ships. Organizations are not helicopters. Organizations are not orchestras. By Niels Pflaeging  
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