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Failure to recognize the combination of unique skill sets (by position and by level) can derail a carefully planned reorganization or promising career. Obviously…
Failure to recognize the combination of unique skill sets (by position and by level) can derail a carefully planned reorganization or promising career. Obviously, technical skills are critically important for first level management, but not so important at the top levels of management. People and conceptual skills dominant the needs list at the executive level. Placing unskilled people into new management positions might be all right if the critical competencies and skills were identified and the newly promoted people developed to improve them. Research, however, shows that is not what is happening.
The author argues that we must stop and take a look at what our insistence on human labour as the basis of our society is doing to us, and begin to search for possible alternatives. We need the vision and the courage to aim for the highest level of technology attainable for the widest possible use in both industry and services. We need financial arrangements that will encourage people to invent themselves out of work. Our goal, the article argues, must be the reduction of human labour to the greatest extent possible, to free people for more enjoyable, creative, human activities.
In recent decades, substantial unemployment once again became commonplace enough in most Western industrial nations to erase the optimism that pervaded the early…
In recent decades, substantial unemployment once again became commonplace enough in most Western industrial nations to erase the optimism that pervaded the early post‐World War II era. That optimism was fueled by a belief that capitalism had solved the problem of unemployment. Full employment was believed to be a permanent feature of Western economies, just as in the 1930s, mass unemployment was often considered a permanent feature of capitalist economies.
We address here how the U.S. neoliberal policy regime developed and how its reconstructed vision of modernization, which culminated, under the rubric of globalization, was…
We address here how the U.S. neoliberal policy regime developed and how its reconstructed vision of modernization, which culminated, under the rubric of globalization, was neutralized by 9/11 and neoconservative geopolitics. We analyze the phases in the rise of neoliberalism, and provide a detailed map of its vision of global modernization at its high tide under Clinton. We also address how the Bush Doctrine's unilateral, preemptive polices and the consequent War on Terror and Iraq War eroded U.S. legitimacy as the globalization system's hegmon and shifted the discourse from globalization to empire. Cold War modernization theorists, neoliberal globalization advocates, and Bush doctrine neoconservatives all drew on an American exceptionalist tradition that portrays the U.S. as modernity's “lead society,” attaches universal significance to its values, policies, and institutions, and urges their worldwide diffusion. All three traditions ignore or diminish the importance of substantive equality and social justice. We suggest that consequent U.S. policy problems might be averted by recovery of a suppressed side of the American tradition that stresses social justice and holds that democracy must start at home and be spread by example rather than by exhortation or force. Overall, we explore the contradictory U.S. role in an emergent post-Cold War world.
The Executive Office of the President's Office of Administration has restructured its informational organizational components to provide for better integration of…
The Executive Office of the President's Office of Administration has restructured its informational organizational components to provide for better integration of information support systems for the 11 EOP agencies. External computerized databases are being used to support information needs in major policy areas such as economics, social welfare, health, trade, science, technology, international affairs and the environment. At the same time, internal systems are being designed and implemented to support use of the external databases. These systems will provide administrative and management capabilities as well as reference support, and will enhance communications in this highly intensive policy and programmatic environment.
According to Richard Adington of United Technologies Corp., an extensive knowledge of the marketplace can enable the marketer interested in strategic planning to envision conditions in the future marketplace. Adington sets forth a group of guidelines to make market planning effective, which include: 1. The planning executive should report directly to the unit chief operating officer. 2. This executive should create a documented, formal planning system to be administered and controlled by himself. 3. The planning program should be capable of accommodating short term changes. 4. The planner should maintain a strong role internally to be sure the organization maintains a commitment to strategic purpose. 5. He should obtain current market information on a real time basis. 6. He should be sure to close the loop at the end of each planning period, seeking out problems and possible remedies.