Cooperative and Anti-Cooperative Management Techniques

Cooperative and Anti-cooperative Management Techniques

Bob Cannell FCIPD FRSA [email protected] 07870304027

Technique Coop friendly Anti-Cooperative Comment Communications Receiver based, On Broadcast , published, Interaction demand. Network. Web1 (conversation) vs Web2 Transmit (control)

Employer Branding Employee engagement Employee satisfaction Engage vs Study program survey

Training Interactive group self- Cascade, classroom, Conversation vs didactic learning, facilitation trainer

Strategic management Emergent, evolutionary, Strategic choice theory, Post-systems; schools contingent methods eg systems management, Relationships are RD Stacey – Complex learning organisation priority. vs.Systems Responsive Process eg Ancoff, Porter, Senge theory; organisation is the priority

Financial management Management by Margin Management by Guide vs goal seeking (Beyond Budgetting Objectives cybernetics model) (financial business planning) Budgeting

Project Management Agile school PRINCE2 and other Agile is emergent. P2 is waterfall methods predictive.

HRM Human Relations Human Resource Relationships vs units of Management Management resource

Operational Self-management, Taylorism, team Enforced conversation management cooperative teams, leadership, vs. repressed High Initiative Ops, Management as status conversational Management as function communications

Talent Management Behaviour Skills People acquire skills vs Multi-skilling Specialisation People are specialists Intra-firm personal Inter-firm personal development development The latter is lazy Collective Individual management

Organisational Vertical integration and Horizontal integration Vertical requires real Development segmentation, and silos, time communications , matrix/network, Pyramid hierarchy Horizontal ; business Flat hierarchy information processing Leadership theory Open leadership Great man theory Democratic vs. external servant leader celebrity controller of system facilitation chief executive cult collective leadership individual leadership

Business Information Open Books Need to know Open Books enables Complex Responsive Relating by humans . Need to know restricts behaviour, to role of operatives.

Theory of the firm Cooperatives Hierarchies

Change management Complex Responsive Business Process Re- Process of Relating engineering , Value thinking; RD Stacey Chain Analysis

Culture People & customers Finance, operations, Responsive human focussed marketing dominated Relationships vs reified things (social objects)

Marketing Active marketing Passive marketing Customer relationship management vs systematic marketing

Visioning Appreciative Inquiry Future search AI focusses on interpersonal relationships. Future search on 'visions' and cybernetic management

Quality standards Investors in People? ISO9000 etc.

Ownership Multi-stakeholder , Single, absent investor Community of Interest plus executive agents

Priority Purpose Provision of services Return on Investment / and products executive benefit and privilege

Bob Cannell FCIPD [email protected]