The Power of Algorithms: Part 7: Учебное Пособие Пош Ы Н Иностранному Языку Для Студентов /Сост

О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М И Т Е Т И С Р А.И. Матяшевская, Е.В. Тиден Е В И Н У Й Ы Н Н Е В Т THE POWER OF ALGORITHMS: С Р А Д У С О Г Й И К С В О Т А Р part 7 А С Учебное пособие Саратов 2019 1 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М И Т Е Т И С Р Е В И Н У Й Ы The power of algorithmsСоставители - А.И. Матяшевская, Е.В. Тиден Н Н иностранному языку Е В Т Матяшевская, Е.В. Тиден. С Р А Д У С О Г Й И для: partстудентов /Сост. К С В 7: О — Саратов, 2019. — Т А Учебное пособие по Р А С Кандидат философских наук Шилова С.А. Рецензент: 83 с. А.И. 2 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М И Т Е Т И С Р Е Preface В И No boss? Н ......................................................................................................................4 У Й How the brain links gestures, perceptionTable and Ы Н meaning No thanks Н of Е Contents В Should animals, plants, and robots have the same rights as Т ......................................................................................................16 С .....................................................................................5 Р you? А Д Moral technolo........................................................................................................................ У С О Supplementary reading Г Й И К С gy В ................................................................................................. О Т А Р А С ................................................................................49 29 38 3 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М И Т Е Т 2019гг.) учебно-познавательнойНастоящее учебное пособие тематики включает для актуальныестудентов механико-тексты (2018- И С математического факультета (направления 02.03.01 «Математика и Р Е компьютерные науки», 01.03.02 «Прикладная математика и В И Н информатика», 38.03.05 «Бизнес-информатика»). Целью данного У пособия является формирование навыка чтения и перевода научно- Й Ы популярных текстов, а также развитие устной речи студентовPREFACE (умение Н Н Е выразигь свою точку зрения, дать оценку обсуждаемой проблеме). В Т С Р А информационныхПособие технологийсостоит из в5 современном разделов, рассматривающих мире. Каждый из значение них Д У содержит аутентичные материалы (источники: С О Magazine, Г Й упражнения к ним. И К С В О расширения словарного Vox,запаса The и дальнейшего New Yorker, закрепления The Atlantic, навыков Bloomberg Т Раздел “Supplementary reading“ служит материалом для А Р работы с текстами по специальности. Пособие может успешно А С использоваться как для аудиторных занятий, так и для внеаудиторной практики. Aeon, Quanata ) и 4 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М И Т ExerCise Е Т И Say what Russian words help to guess the meaning of the following words: С Р I. Е boss, В И operations, service Н managers, У ExerCise II. 1. No boss? No thanks Й Ы Make sure you know the following words and word combinations. Н Н pooh-pooh, self-commitment, assigned,management, outlier, bland, gurus, managerial, serious, leaders, heyday, tendencies, firms, Е В unanticipated, collaborative, to designate, to reside Т С Р А Д У No boss? No thanks С today need managers more than ever but in new ways О Far from making them obsolete, the flatter business organisations of Г Й И К star CEOs,Management pundits and thinking professors is notoriously are talking faddish. about downsizing One week, asthe the gurus, С В solution to corporate bureaucracy and inefficiency. The next week, the О Т bandwagon has moved on to knowledge-management. Then to А Р empowerment. And so on – sometimes in cycles, such that old ideas are А С revived, dressed up and resold to a gullible audience. Serious thinkers might pooh-pooh all this as guru talk, driven by media hype and ‘thought leaders’ hawking their latest books. But fads matter. Often they capture real tendencies and point towards meaningful solutions. Total quality management (TQM), for example, was the hot fad of the early 1990s, but it contained real value. It was popular because many manufacturing firms had overemphasised scale and cost-reduction at the expense of product 5 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е quality. TQM suggested that maintaining a higher and more consistent М level of quality across all company operations was better for long-term И Т Е performance. Companies and consumers benefited as waste was reduced, Т И and product and service quality increased. Other management fads are С Р more questionable. For instance, critics have argued that the downsizing Е В И craze of the 1990s hollowed US corporations and made them less Н У innovative. One of today’s biggest fads is the ‘bossless company’. Й Ы According to proponents of this idea, management is passé. The American Н Н management guru Gary Hamel declared: ‘First, let’s fire all the managers. Е В Think of the countless hours that team leaders, department heads, and vice Т С presidents devote to supervising the work of others.’ Hamel suggests that Р А Д all management is waste and, implicitly, that all that managers do is У С ‘supervise’ – both highly dubious claims. But proponents of the bossless О Г company have other arguments. It seems obvious, they argue, that the Й И 20th-century factory or office with its army of worker-drones is being К С В replaced by flatter organisations, peer-to-peer networks, worker О Т empowerment and other forms of worker-led democracy. Advanced А Р technologies promise real-time access to coworkers anywhere and to all А С information relevant to the task at hand. Coordination can be handled by employees through lateral consultation with coworkers, and firms can cooperate through electronic means. Why, then, do we need managers? all companiesSuch willarguments be flat, and not claims, pyramidal. in turn, As lead the to popular predictions management that one day writer Tim Kastelle put it: ‘It’s time to start reimagining management. Making everyone a chief is a good place to start.’ Managerial authority and hierarchy are outdated, ineffective ways of managing and organising, 6 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е we are told. Just as the top-down, rigid and stuffy Encyclopaedia М Britannica was displaced by the bottom-up and flexible Wikipedia, И Т Е traditionally organised companies are being displaced by the ‘wikified’ Т И firms of the knowledge-based economy with flat structures, peer С Р assessment, self-organising teams and employee ownership. This narrative Е В И is not entirely novel. In the 1970s, Bill Gore, the CEO of the US company Н У behind Gore-Tex fabrics, pushed the notion of the ‘lattice organisation’, Й Ы featuring ‘direct transactions, self-commitment, natural leadership, and no Н Н assigned or assumed authority’. In the 1980s, Ricardo Semler, the young Е В CEO of the São Paolo-based Semco Partners, made big noises when he Т С rejected the autocratic leadership style of his predecessor (his father) and Р А Д adopted a radical form of industrial democracy. And in the early 1990s, the У С Danish businessman Lars Kolind became famous for the flat, empowered О Г and flexible ‘spaghetti organisation’ he introduced to the hearing-aid Й И company in Copenhagen. These experiments garnered strong media К С В attention, and were pushed by US business gurus, but were generally seen О Т as outliers and oddities. Not anymore. The bossless-company narrative А Р shows up with a very high and increasing frequency in the business press, А С popular management writing and so on. Consultants push practices that concentrate decision making in self-managing teams as replacements for top-down design, hierarchy and managerial authority. In other words, the new narrative on firm organisation is not irrelevant academic discussion or fluffy consultant talk with no serious implications for business. On the contrary, these are ideas that truly matter – and they are already reshaping business. 7 О Г О К С В Е Ш Ы Н Р Е Ч . Г . Н И Н Е М much part of the 21st-century culture in its emphasis on personal И This movement is gaining steam for a couple of reasons. It is very Т Е development, resilience and fulfilment through empowering employees, Т И and decentralised and democratic decision processes. There is also a strong С Р moralistic and political undertone to the narrative; in Private Government, Е В И the philosopher Elizabeth Anderson argues that firms are effectively Н У totalitarian states, enjoying rights and privileges that would be Й Ы unconstitutional for ordinary states to impose on their citizens. The Н Н historian Caitlin Rosenthal has argued that the factory system, hierarchy Е В and managerial authority are partly derived from the slave system. What Т С can be more morally defensible than getting rid of the remnants of slavery? Р А Д Unfortunately, the bossless-company narrative is dead wrong. It У С misunderstands the nature of management, which isn’t going away, and it О Г is based on questionable evidence. Given these fundamental defects, this Й И narrative is potentially harmful to managers, students and policymakers. К С В To see why, let’s look at what the new narrative is rebelling against – the О Т ‘conventional narrative’. This is the picture of the typical ‘modern’ А Р company with its owners, executives, middle managers and employees – А С the most salient of what the 2009 Nobel laureate Oliver Williamson called the ‘economic institutions of capitalism’.

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