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DescriptionHoskin and Macve (1990) claim that putting measures on human performance (accountability) is an important part of running an (M-form) business today private or public. Drawing on the readings (Chandler pp. 1-12: Hoskin & Macve 1990; Seal et al 2009), workshops, classes and lectures for the module: Critically evaluate the claim that putting measures on human performance is vital to ‘get things done’ and running an M-form business.
Hoskin and Macve (1990) claim that putting measures on human performance (accountability) is an important part of running an (M-form) business today private or public.
Drawing on the readings (Chandler pp. 1-12: Hoskin & Macve 1990; Seal et al 2009), workshops, classes and lectures for the module: Critically evaluate the claim that putting measures on human performance is vital to ‘get things done’ and running an M-form business.
As part of your answer you need to include and discuss Possible intended and unintended consequences such measures might have for people and organisations Discuss and argue what can be done to minimise unintended consequences
Management exist only as something to be improved and updated. It should never be abandoned or discarded. But now it has become an “ism” as managerialism which it was not always so. Our world has hardly begun to understand modern management. Management is fundamentally misunderstood. It is something that modern business invented. Management invented disciplinary power. Administrative co-ordination provides grater productivity, lower costs and higher profits that co-ordination by market mechanisms.
Disciplinary power is that power which constantly develops and improves organisational system by bringing to bear the latest form of expert knowledge. It is a positive system of power aimed at using the feedback of expert knowledge to build in continual improvement.
The whole process of understanding management to see the actual development already started in the book written by ALFRED CHANDLER called “the visible hand: The managerial Revolution in American Business (1977)”. The book basically told me that managerialism was a Revolution. So according to chandler, before managerialism there was no equivalent of the modern multi-unit organisation. Chandler also made it clear that the managerial revolutions invents something new which is itself frequently misunderstood. It invented the “modern business enterprise”. His modern business enterprise did nothing less than overturn the old economic world.
So nowadays what rules Adam smith’s “invisible hand of competition” (This describes the natural force that guides free market capitalism through competition for scarce resources. Adam smith said that in a free market, no regulation of any type would be needed to ensure that the mutually beneficial exchange of goods and services took place, since this invisible hand would guide market participants to trade in the most mutually beneficial manner) is the visible hand of management. Chandler singled out two separate instances to prove that human measures were vital to get things done in both the private and public sector. He showed the difference between management systems for single-unit organisation. E.g.: a factory. And the development of management system for the large multi-unit organisation.
According to chandler’s (1962) seminar historical study of the strategy and structure of the American enterprise, the multidivisional structure was in response to ...
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