False Prophets (Audible Audio Edition) James Hoopes Paul Boehmer Margy Moore Kristoffer Tabori Stefan Rudnicki Audible Studios Books
Download As PDF : False Prophets (Audible Audio Edition) James Hoopes Paul Boehmer Margy Moore Kristoffer Tabori Stefan Rudnicki Audible Studios Books
According to Jim Hoopes, the fundamental principles on which business is based-authority, power, control-are increasingly at odds with principles of life in a democratic society-freedom, equality, individualism. False Prophets critically examines the pioneering theories of the early management thinkers, such as Taylor, Follett, Mayo, and Deming, which intended to democratize corporate life yet have proved antithetical to the successful practice of business. Hoopes challenges popular management movements that followed in the wake of these thinkers and accuses today's business theorists of perpetuating bad management in the name of democratic values. He urges executives and managers to recognize the realities of corporate life and learn to apply the principles of power. He also unveils a new management agenda that will be of paramount significance to modern organizations.A rich and lively read, False Prophets provides a refreshingly new and original overview of the history of management in the larger context of the American culture, brilliantly illustrating its evolution-from the ivory tower to the shop floor.
False Prophets (Audible Audio Edition) James Hoopes Paul Boehmer Margy Moore Kristoffer Tabori Stefan Rudnicki Audible Studios Books
Hoopes' book presents a gallery of management thinkers and introduce their work through the lenses of a political science perspective. Political scientists who use the concept of power to describe economic or social mechanisms are sometimes prone to its abuse: they see politics everywhere, and they consider all references to general ideals or moral sentiments as stratagems used by rulers to obfuscate the brutal exercise of top-down authority.Power is indeed a key concept for political scientists, as interest is for economists, and both concepts may help them to build theories or propose models of corporate behavior. But management scholars are practically oriented, and they know that power or interests can sometimes be bad for practice. That is why politics is a bad name in a private business setting, and motivation takes many forms other than paycheck retribution.
According to Hoopes, the simple existence of top-down management power contradicts the democratic political values at the heart of American culture. "Ordinary citizen get their closest exposure to undemocratic government when they go to work for a corporation." The book argues that remembering that contradiction, rather than covering it up, as many management theorists have done, is the best way to manage well. "Top-down power and its potential abuse are here to stay in corporate America. It is foolish to think otherwise." So it is better to admit that we live two lives, one as free citizen and one as submissive employees, and that instead of extending corporate values in our democratic institutions we should build checks and balances in our political system to limit the abuse of management power. Unfortunately this is not the direction that management gurus have taken.
Hoopes begins his tour of portraits with Frederick W. Taylor, the founder of scientific management. Taylor is now considered mostly an embarrassment in the history of management, and he serves as a negative milestone against which later approaches were constructed. But his emphasis on efficiency, low costs, and pay to performance still makes sense today. Better, Taylor can be portrayed as a pioneer of knowledge management, as he saw knowledge as a key resource that had to be properly managed by teams of experts. His success owes much to the state of management education at his time: "new business schools such as Harvard had embarrassingly little systematic knowledge to teach and desperately embraced Taylorism to fill class time (....) Students attention could be concentrated on instruction cards, slide rules, and time study, lending business schools a facade of science and academic rigor."
The other scholar who took Harvard Business School by storm is Elton Mayo, whose human relations movement imposed a new curriculum in management education. The Australian social psychologist is cast as the villain in Hooper's story: he is depicted as lying about his curriculum, and as substituting intellectual aloofness for academic rigor. His dream was to replace democracy with therapy: he treated Bolshevism as a mental illness, and labor grievances as symptoms of deeply-held neuroses. HBS, where his recruitment owed more to his ability to attract money from the Rockefeller foundation than to his scientific credentials, gave him the institutional power to develop and sell his ideas, which reinforced the managerial profession's claim for social status based on its dedication to human service. Although he only supervised the study from afar, he is mostly remembered for the Hawthorne experiment at General Electric, which demonstrated that gentle and caring supervision created better group dynamics. But he is still considered as the founder of Organizational Behavior, a discipline that has become a part of every business school curriculum.
By contrast, Mary Parker Follett gets many praises as a shining personality and a brilliant social theorist. Trained as a political scientist, she contributed original insights to social theory and business management by trying to integrate the opposite interests of bosses and workers. Using her social work experience as a new model of political democracy, Follett eventually came to believe that a corporation at its best is a person. According to her, "the group, because it means a larger life than our single, separate lives, thrills us and raises us to new levels of efficiency and power." She believed that all employees should contribute to management, and she may have erred in her confidence in leadership as a substitute for power, yet her thoughts reflected the better aspects of corporate life.
Finally, Peter Drucker, whose portrait closes the volume, is the only management expert who deserves the title of guru, used generously throughout the book. His mix of social theory and practical business advice attracted a cult following, not only in the United States but also in Japan and in Europe. Fleeing central Europe's descent into chaos in the 1930s, Drucker began his career as a journalist and did some fieldwork at General Motors before moving to academia, where he became the quintessential business guru. In the 1960s, he first called attention to the growing role of knowledge workers; in the 1970s, he pioneered management by objectives and called attention to Japanese companies' distinctive practices; in the 1980s, his increasing disenchantment with corporate America led him to turn his focus to nonprofit organizations, which were in bad need of rigorous management techniques. Drucker also played a role of the ubiquitous social critic for business managers who usually have little time for sociological treatises and philosophical thought.
My impression upon reading this book is mixed. The introductory chapter presents a strong thesis, namely that management gurus obfuscate the anti-democratic nature of corporate power, but this basic insight covers only a limited aspect of the management doctrines that are reviewed in the subsequent chapters. It is not obvious that the author has actually read all the material that he covers--not that the management books of these mostly forgotten authors are worth re-reading anyway. If you need a critical introduction to the thoughts and doctrines of management gurus, I find The Witch Doctors by John Micklethwait and Adrian Wooldridge a much more pleasant and informative read.
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False Prophets (Audible Audio Edition) James Hoopes Paul Boehmer Margy Moore Kristoffer Tabori Stefan Rudnicki Audible Studios Books Reviews
I am tired of writing what other knows already, so I am just going to cut and paste this version of exciting comment and review to everyone to read and gets the same boring imagination. Yea! Goog! wove it
The book so far adds insight into buisness leaders from an outside perspective. I think it is well written and thought out.
Well written, photos I had not seen of Follet and Barnard. Overall interesting, similar in some ways to Gabor's text (Capitalist Philosophers).
This is not your average textbook! I read it for a doctorate level course. Considering the state of he post 2008 global economy, this book sheds light on the dark side of management theory. It was truly eye-opening. It provides great fodder for skeptics!
Interesting titbits about management gurus. I could understand the author's viewpoint but there it shows how complicated management and leadership is. There is no one formula. These guys were able to exploit an idea they had.
I had to read this book twice.
First time with my jaw hanging and the second time highlighting, annotating and working up a storm of sticky notes so I could go look up the names & the fames.
The ripple effect has been tremendous, and I'm looking forward to Dr. Hoopes moving his socio-managerial microscope back to the Middle Ages to dissect vassalage and explain the pathology of serfdom and its parallel to today's corporate structures as well as why this phenomenon persists (prequel).
Then, I'd really like to see him turn the scrutiny on managers of the Great Shareholder Abandonment of the 2000's (WorldCom, CSFB, Enron, Global Crossing, etc.) and prescribe some remedies (for example, a vigorous enema would be just the ticket for Quattrone). I'd also like to see him attend to the waves of college graduates whose opportunity has been sold out from under them to the third world countries with the best Washington lobbyists (this book would be the sequel).
As it is, FALSE PROPHETS is a righteous "Perils of Pauline" cliffhanger, ending with Pearl White (who did all her own stunts, btw) tied to the tracks.
Or, to upgrade the reference, FALSE PROPHETS stops at a corporate "Empire Strikes Back" chapter, with dutiful nonexempt employee Han Solo frozen in a block of schmutz while all the jobs are being offshored and the middle class is posing for the picture that will decorate milk cartons.
needed this book for school and it was cheaper to buy it on here than it was in my student store. also had the ebook option over just the paperback option that my school only offered.
Hoopes' book presents a gallery of management thinkers and introduce their work through the lenses of a political science perspective. Political scientists who use the concept of power to describe economic or social mechanisms are sometimes prone to its abuse they see politics everywhere, and they consider all references to general ideals or moral sentiments as stratagems used by rulers to obfuscate the brutal exercise of top-down authority.
Power is indeed a key concept for political scientists, as interest is for economists, and both concepts may help them to build theories or propose models of corporate behavior. But management scholars are practically oriented, and they know that power or interests can sometimes be bad for practice. That is why politics is a bad name in a private business setting, and motivation takes many forms other than paycheck retribution.
According to Hoopes, the simple existence of top-down management power contradicts the democratic political values at the heart of American culture. "Ordinary citizen get their closest exposure to undemocratic government when they go to work for a corporation." The book argues that remembering that contradiction, rather than covering it up, as many management theorists have done, is the best way to manage well. "Top-down power and its potential abuse are here to stay in corporate America. It is foolish to think otherwise." So it is better to admit that we live two lives, one as free citizen and one as submissive employees, and that instead of extending corporate values in our democratic institutions we should build checks and balances in our political system to limit the abuse of management power. Unfortunately this is not the direction that management gurus have taken.
Hoopes begins his tour of portraits with Frederick W. Taylor, the founder of scientific management. Taylor is now considered mostly an embarrassment in the history of management, and he serves as a negative milestone against which later approaches were constructed. But his emphasis on efficiency, low costs, and pay to performance still makes sense today. Better, Taylor can be portrayed as a pioneer of knowledge management, as he saw knowledge as a key resource that had to be properly managed by teams of experts. His success owes much to the state of management education at his time "new business schools such as Harvard had embarrassingly little systematic knowledge to teach and desperately embraced Taylorism to fill class time (....) Students attention could be concentrated on instruction cards, slide rules, and time study, lending business schools a facade of science and academic rigor."
The other scholar who took Harvard Business School by storm is Elton Mayo, whose human relations movement imposed a new curriculum in management education. The Australian social psychologist is cast as the villain in Hooper's story he is depicted as lying about his curriculum, and as substituting intellectual aloofness for academic rigor. His dream was to replace democracy with therapy he treated Bolshevism as a mental illness, and labor grievances as symptoms of deeply-held neuroses. HBS, where his recruitment owed more to his ability to attract money from the Rockefeller foundation than to his scientific credentials, gave him the institutional power to develop and sell his ideas, which reinforced the managerial profession's claim for social status based on its dedication to human service. Although he only supervised the study from afar, he is mostly remembered for the Hawthorne experiment at General Electric, which demonstrated that gentle and caring supervision created better group dynamics. But he is still considered as the founder of Organizational Behavior, a discipline that has become a part of every business school curriculum.
By contrast, Mary Parker Follett gets many praises as a shining personality and a brilliant social theorist. Trained as a political scientist, she contributed original insights to social theory and business management by trying to integrate the opposite interests of bosses and workers. Using her social work experience as a new model of political democracy, Follett eventually came to believe that a corporation at its best is a person. According to her, "the group, because it means a larger life than our single, separate lives, thrills us and raises us to new levels of efficiency and power." She believed that all employees should contribute to management, and she may have erred in her confidence in leadership as a substitute for power, yet her thoughts reflected the better aspects of corporate life.
Finally, Peter Drucker, whose portrait closes the volume, is the only management expert who deserves the title of guru, used generously throughout the book. His mix of social theory and practical business advice attracted a cult following, not only in the United States but also in Japan and in Europe. Fleeing central Europe's descent into chaos in the 1930s, Drucker began his career as a journalist and did some fieldwork at General Motors before moving to academia, where he became the quintessential business guru. In the 1960s, he first called attention to the growing role of knowledge workers; in the 1970s, he pioneered management by objectives and called attention to Japanese companies' distinctive practices; in the 1980s, his increasing disenchantment with corporate America led him to turn his focus to nonprofit organizations, which were in bad need of rigorous management techniques. Drucker also played a role of the ubiquitous social critic for business managers who usually have little time for sociological treatises and philosophical thought.
My impression upon reading this book is mixed. The introductory chapter presents a strong thesis, namely that management gurus obfuscate the anti-democratic nature of corporate power, but this basic insight covers only a limited aspect of the management doctrines that are reviewed in the subsequent chapters. It is not obvious that the author has actually read all the material that he covers--not that the management books of these mostly forgotten authors are worth re-reading anyway. If you need a critical introduction to the thoughts and doctrines of management gurus, I find The Witch Doctors by John Micklethwait and Adrian Wooldridge a much more pleasant and informative read.
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