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Performative governance: Difference between revisions
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But then, why pay the big bucks to middle managers? This kind of administration is easy: you just have to weed out the bad apples, and blame the ones you missed. Your administrative role is reduced to one of [[human resources]].<ref>Thinks: ''waaaaaaaait a minute.''</ref> | But then, why pay the big bucks to middle managers? This kind of administration is easy: you just have to weed out the bad apples, and blame the ones you missed. Your administrative role is reduced to one of [[human resources]].<ref>Thinks: ''waaaaaaaait a minute.''</ref> | ||
The contrary view is that administration is ''hard''. Avoiding [[system accidents]], designing processes and products; aligning incentives, reacting to subtle, and sudden, shifts in the business environment; fixing conflicts of interest: these are ''ongoing'' tasks that need constant attention, | The contrary view is that administration is ''hard''. Avoiding [[system accidents]], designing processes and products; aligning incentives, reacting to subtle, and sudden, shifts in the business environment; fixing conflicts of interest: these are ''ongoing'' tasks that need constant attention, interaction and adjustment, nudging the steering-wheel; dabbing the breaks, de-clutching at the bottom of the hill — and these are solely the responsibility of management. If there is a calamity at the coal face, that is ''[[prima facie]]'' indication that ''management'' has failed, because it has put the wrong person, with the wrong tools, in the wrong place. You had one job, and that was it. | ||
Curiously, management orthodoxy leans to the former view. For the life of me I can’t think why. | Curiously, management orthodoxy leans to the former view. For the life of me I can’t think why. | ||