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Human
factors in hierarchical organisations (“Interesting… funny… true”) How to get
promoted. How
business evolves through random decisions. Have you wondered why you haven’t
yet been promoted to the level your analytical talents merit? Why people who
make bad decisions get promoted? Not to make a value judgement, it
appears some answers lay in natural laws; features of human nature that
affect the workings of a management hierarchy. |
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Avancier |
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Much of this (part serious, part
satirical, part humorous) material is available only on request to AM licence
holders. |
Home page |
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1.
PRINCIPLES ALL SHOULD KNOW |
2: MANAGEMENT SCIENCE |
3: BUSINESS IS GAMBLING |
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How to get promoted?
(preface) The Peter Principle (Laurence
Peter) The Dilbert Principle (Scott
Adams) The Iron Law of Oligarchy (Robert
Michel) “Power tends to corrupt” (Lord
Acton) |
Informal career paths beat
formal ones Feelers and Analysts Feelings matter more than facts |
“Great” companies are lucky Deadlines turn decisions into
gambles Data shortages turn decisions
into gambles Gambles lead by evolution to advances Higher managers make bigger
gambles Directors make near random
decisions Yet real entrepreneurs don’t
take big risks |
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4:
MAKING BIG DECISIONS |
5:
MAKING ESTIMATES AND TAKING RISKS |
6:
DELEGATING |
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Doing nothing is always an
option The big decisions are rare Crowds can help in limited cases But most big decisions are
judgement calls Measure outcomes over the full
cycle |
Estimates
benefit from analogy and group think |
Delegation is the raison d’etre of the hierarchy Culture does cascade from the
top But don’t put your faith in
top-down targets Manage upwards Filter decisions on the way down Feelers should employ Analysts The accountable are responsible
for the responsible |
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6:
AVOIDING BLAME |
8:
MORE CAREERIST PRINCIPLES |
9.
CONCLUSIONS AND REMARKS |
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Outcomes are rarely clear cut Decision rationale not equal
outcome There are always excuses Moving on disables learning from
looking back |
Take opportunities as they arise Remember perception is reality Manage communications Declare unpopular decisions in
new words Be a visible visionary Filter out unwelcome news |
Is this science and satire? On how to judge a director Why is the public sector
inherently inefficient? Why has the banking sector
become a problem? Finally |