DOCSLIB.ORG

What Does the MOA Bring to the Consultation and Planning Process?

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

What does the MOA bring to the Consultation and Planning Process? At the end of this unit, the successfui participant will 6e able to: Understand the primary concepts emphasized by the MOA to Improve efficiency and effecriveness of land use plans and associated consultations. Identify actions he or she can take to Implement these concepts. At the end of this unit, the successful participant will be able to: Identify the benefits to Implementing the MOA. Identify ways to overcome potential barriers to Implementing the MOA. Interagency Cooperation What does the MOA ask us to do differently? • People and Teams • Process • Land Use Planning and Consultations People and Teams Early Communication Early and Close Coordination Example: Action agency contacts consulting agency early in planning process. People and Teams Organized Teams Strong, organized team approach that includes consulting agency as memt>er - Working Groups. f BO LUP \ ( Team Team J Working Group Reality Check People and Teams Dispute Resolution Pre-arranged dispute resolution process - Local - Regional - National Process Consultation Agreement Capture on paper -scope of proposed action -scale of analysis, information needs -staff and responsibilities -time frames -dispute resolution -staff coordination Process Consultation Agreement Adaptive Process -Be ready to change as needed -Communicate continuously -Agree on changes Process Plan and Program Level Design plans and programs to benefit candidate, proposed and listed species so that future actions will be "no jeopardy" Future consultations much easier to complete Process Plan and Program Level • Reduce consultations, increase coordination • Conserve species per 7(a)(1) Process Consultation Time Frames Promote shorter time frames Written concurrence - 30 days Formal - 90 days 9 How are these time frames possible? Agreement on BA/BE contents and conclusions before submitting consultation request Planning and Consultations Promote Conservation and Recovery Build into LUPs conservation actions for candidates, proposed and listed species At a minimum, design programs to minimize impacts to candidate, proposed and listed species Planning and Consultations Promote Conservation and Recovery Keep options open for future conservation opportunities include analysis of effects to candidates as part of planning process Include candidates in BA/BE Planning and Consultations Conference on Plans Conference on plans when species is proposed Use formal conference where possible Planning and Consultations Develop Guidance Criteria • Effects analysis tool • Identify parameters for each species • Sort components into effects categories to facilitate BA/BE and BO preparation What's your reaction? 8 NOTES AND HANDOUTS What does the MOA bring to the consultation and planning process? OBJECTIVES: At the end of this session, the successful student will be able to: 1. Understand the primary concepts emphasized by the MOA to improve efficiency and effectiveness of land use plans and associated consultations. 2. Identify actions he/she can take to implement these concepts. 3. Identify the benefits to implementing the MOA (exercise). 4. Identify ways to overcome potential barriers to implementing the MOA (exercise). 1. What does the MOA ask us to do differently or emphasize more? People and Teams Process Land Use Planning and Consultations A. People and Teams 1. Early Communication a. Early and Close Coordination - talk to each other, listen to each other very early in the planning process. For example, the action agency will contact FWS/NMFS early in planning process to determine what proactive actions can be built into land use plans. 2. Organized Teams a. Stronger, organized team approach that includes consulting agency as a member - Working Groups. b. Use Working Groups to maintain coordination and communication throughout the planning and consultation process. For Example, Working Groups will: Coordinate and agree on content and conclusions of BA before initiation of consultation. Coordinate and agree on content and conclusions of BO before issuing final opinion. What does the MOA bring to the consultation and planning process? Detailed Outline Page 1 c. Field level biologists (action agency and consulting agency) basic operational unit - Program Level Working Groups. Link to LUP team (action agency) and BO team (consulting agency) through Working Group member. Thus, Working Group member also has a transmitter and translator role. Working Group member will need to objectively represent views and concerns of other agency. d. Reality check on staffing levels - one person from consulting agency may be assigned to several LDP's. Thus responsibility to be a successful transmitter and translator rests heavily with action agency biologist. 3. Dispute Resolution a. Formal (pre-arranged) dispute resolution process after a good faith effort has been made by primary team to work it out. Local, Regional and National Issue Resolution Working Groups B. Process 1. Consultation Agreement a. Capture in consultation agreement such items as; scope of proposed action, scale of analysis, information needs, staff and responsibilities, time frames, dispute resolution, staff coordination. b. Adaptive process - not set in stone - be ready to change as needed - communicate continuously and agree on changes made to consultation agreement. 2. Focus on Plan and Program Level a. If we design plans and programs to benefit or minimize impacts to candidate, proposed and listed species, future activities implemented under the plan and program will likely be "no jeopardy". b. Future program or project level consultations that fit under the no jeopardy plan or program should be much easier to complete. c. May reduce the number of consultations (avoid project by project) and provide a more coordinated approach for implementing programs and actions that benefit species or are least impacting. d. Increase conservation under 7(a)(1). What does the MOA bring to the consultation and planning process? Detailed Outline Page 2 3. New Consultation Time Frames a. Will support shorter consultation time frames once BA is complete IF good coordination and cooperation is completed up front. Remember to check back against consultation agreement. b. Goal of 30 days or less for concurrence letters, 90 days or less for complete formal consultation. 0. How are these timeframes possible? Agreement on BA/BE contents and conclusions before initiating consultation is the key! 0. Land Use Planning and Consultations 1. Use Land Use Plans to Promote Conservation and Recovery a. Build into Land Use Plans conservation actions for candidate, proposed and listed species. b. At a minimum, design programs to minimize impacts to candidate, proposed and listed species. c. Make sure not to preclude future conservation opportunities. d. Analyze effects of plan to candidates as part of planning process. e. Include candidate species in BA's/BE's. 2. Conference on Plans a. Conference on plans when species are proposed. This will avoid the possibility of making irreversible or irretrievable commitments of resources when species becomes listed. BLM Policy already requires conference for may adversely affect actions. Example of how MOA standardizes across all four agencies. b. Use formal conference where possible for proposed species. 3. Develop Guidance Criteria a. Guidance Criteria = Effects Analysis Tool b. Identify parameters or criteria for each species that normally would result in "no effect", "not likely to adversely affect", likely to adversely affect" and "likely to jeopardize". c. Use criteria to sort components of the plan into effects categories and facilitate BA and BO preparation. What does the MOA bring to the consultation and planning process? Detailed Outline Page 3 Exercise: Barriers and Benefits Instructions In your small discussion groups, discuss and write down in the table below: Barriers to implementing the MOA concepts. Ways to overcome these barriers. Benefits to overcoming these barriers. Select one person to capture your ideas on paper and one person to be your group spokesperson. Brainstorm Your Barriers Here r\ Barrier Ways to Overcome Barrier Benefits Barrier 1. Continue on back as needed IV - Barriers and Benefits Exercise Barrier Way to Overcome Barrier Benefits Barrier 2. Barrier 3. IV - Barriers and Benefits Exercise Booklist and Reviews Beyond the Bottom Line: How to do More with Less In Nonprofit and Public Organizations by Martin W. Sandier, Deborah A. Hudson, James Champy, Hardcover - 256 pages(May 1998) Oxford Univ Press; ISBN: 0195116127 Synopsis: The authors provide detailed descriptions of nonprofits and public agencies that are meeting the challenge of doing more with less, and setting standards of efficiency and service that few business organizations can meet. The authors studied hundreds of nonprofit and public agencies around the country to find organizations like these that are meeting the challenges of shrinking resources and growing demand. Focusing on the thirty "best of breed" organizations, they developed a roster of attitudes and skills that distinguishes these top performers. In addition, they have distilled hundreds of practical techniques and strategies - transferable to any organization in any sector - that put these organizations at the head of their class. Built to Last: Successful Habits of Visionary Companies by James 0. Collins, Jerry 1. Porras, Paperback - 368 pages (January 1997), Harper business; ISBN: 0887307396; Other Editions: Hardcover,
Recommended publications
  • Roger Fisher and William Ury with Bruce Patton, Editor

    Roger Fisher and William Ury with Bruce Patton, Editor

    Getting to YES Negotiating an agreement without giving in Roger Fisher and William Ury With Bruce Patton, Editor Second edition by Fisher, Ury and Patton RANDOM HOUSE BUSINESS BOOKS 1 GETTING TO YES The authors of this book have been working together since 1977. Roger Fisher teaches negotiation at Harvard Law School, where he is Williston Professor of Law and Director of the Harvard Negotiation Project. Raised in Illinois, he served in World War II with the U.S. Army Air Force, in Paris with the Marshall Plan, and in Washington, D.C., with the Department of Justice. He has also practiced law in Washington and served as a consultant to the Department of Defense. He was the originator and executive editor of the award-winning series The Advocates. He consults widely with governments, corporations, and individuals through Conflict Management, Inc., and the Conflict Management Group. William Ury, consultant, writer, and lecturer on negotiation and mediation, is Director of the Negotiation Network at Harvard University and Associate Director of the Harvard Negotiation Project. He has served as a consultant and third party in disputes ranging from the Palestinian-Israeli conflict to U.S.-Soviet arms control to intracorporate conflicts to labor- management conflict at a Kentucky coal mine. Currently, he is working on ethnic conflict in the Soviet Union and on teacher-contract negotiations in a large urban setting. Educated in Switzerland, he has degrees from Yale in Linguistics and Harvard in anthropology. Bruce Patton, Deputy Director of the Harvard Negotiation Project, is the Thaddeus R. Beal Lecturer on Law at Harvard Law School, where he teaches negotiation.
  • Employee Management Techniques Transient Fads Or Trending Fashions

    Employee Management Techniques Transient Fads Or Trending Fashions

    Employee-management In this theory development case study, we focus on the Techniques: Transient relations across recurrent waves in the amount and kind of language promoting and diffusing, and then demoting Fads or Trending and rejecting, management techniques—techniques for Fashions? transforming the input of organizational labor into organi- zational outputs. We suggest that rather than manifesting Eric Abrahamson themselves as independent, transitory, and un-cumulative Columbia University fads, the language of repeated waves cumulates into Micki Eisenman what we call management fashion trends. These trends are protracted and major transformations in what man- Baruch College agers read, think, express, and enact that result from the accumulation of the language of these consecutive waves. For the language of five waves in employee-man- agement techniques—management by objectives, job enrichment, quality circles, total quality management, and business process reengineering—we measure ratio- nal and normative language suggesting, respectively, that managers can induce labor financially or psychologically. The results reveal a gradual intensification in the ratio of rational to normative language over repeated waves, sug- gesting the existence of a management fashion trend across these techniques. Lexical shifts over time, howev- er, serve to differentiate a fashion from its predecessor, creating a sense of novelty and progress from the earlier to the later fashions. Scholars have recognized for a long time now that so-called fads or fashions affect management techniques (Sumner, 1959), those linguistic prescriptions for how to transform organizational inputs into organizational outputs (Ghaziani and Ventresca, 2005). The “balanced score card” label, for exam- ple, denotes language prescribing behaviors necessary to transform certain financial and non-financial results into multi- dimensional measures of organizational performance.
  • The Customer Differential

    The Customer Differential

    Concentrated Knowledge™ for the Busy Executive • www.summary.com Vol. 23, No. 11 (3 parts) Part 3, November 2001 • Order # 23-28 FILE: MANAGEMENT STRATEGIC ® The Complete Guide to Implementing CRM THE CUSTOMER DIFFERENTIAL THE SUMMARY IN BRIEF One company took 12 months and 12 employees to institute a data warehousing project as part of a corporate-wide customer relationship man- agement (CRM) effort, without any appreciable results. Another company By Melinda Nykamp was stymied by the incredible complexities of the processes needed in its CRM effort and had to put the effort on hold almost a year before the right data collection and storage systems were in place. Any company that has CONTENTS begun to implement a CRM plan knows it can be a time-consuming task Defining Customer involving a multitude of business processes and infrastructure dependen- Relationship Management cies; much broader organizational change than initially thought; and exten- Pages 2, 3 sive learning of customer-centric and data-driven marketing concepts. CRM: An Integrated Nevertheless, although it might be easy to dismiss CRM as just another Approach management fad, there are some compelling reasons to take another look at Page 3 this trend. CRM Requires Complete First, customers — aided by the technology of the Internet, in particular Transformation — have much more power and influence than ever before. Customers today Of the Company Pages 3, 4 have higher expectations on service, price and delivery. Second, advances in computer systems are giving companies the ability The Case for CRM to collect and analyze specific, up-to-the-minute customer data.
  • Learning Organization: a Fine Example of a Management Fad | BEH

    Learning Organization: a Fine Example of a Management Fad | BEH

    Learning organization: a fine example of a management fad | BEH: www.beh.pradec.eu Peer-reviewed and Open access journal BEH - Business and Economic Horizons ISSN: 1804-5006 | www.academicpublishingplatforms.com Volume 14 | Issue 3 | 2018 |pp.477-487 The primary version of the journal is the on-line version DOI: http://dx.doi.org/10.15208/beh.2018.34 Learning organization: A fine example of a management fad Slobodan Adžić Arab Open University, Kuwait corresponding e-mail: sadzic[at]aou(dot)edu{d}.kw address: Arab Open University, 6 St, Al-Ardiya, Kuwait Abstract: The management theories of no practical value are known as management fads. One of those management fads - which is the focus of this research - is learning organization. There is sufficient evidence in English literature to conclude that learning organization is a management fad. The aim of this paper is to present the ample evidence that learning organization is a management fad. The maximum number of the research paper with the subject of learning organization was made in the late 1995 and the typical bell- shaped curve of the management fad is evident. In contrast to the world trend, a content analysis of Serbian journals discovered that a typical pick of a bell-shaped curve of papers covering the topic of learning organi- zation was 17 years later. It is argued in this paper that the learning organization phenomenon, as a norma- tive or prescriptive theory, should be abandoned in the academic world altogether. The learning organization fad is a phenomenon with low practical applicability, a phenomenon of a little value for further development in the management research.
  • Customer Relationship Management

    Customer Relationship Management

    Technical Briefing DEVELOPING AND PROMOTING STRATEGY JUNE 2001 Customer Relationship Management ompetition is forcing many companies to restructure so that customers Crather than business processes become the focus of their organisation. Whether customers use telephones, fax, e-mail or websites, each contact point allows the company to capture information that is fed into the system. The goal is to offer a personal approach, to support one-to-one marketing. IN THIS BRIEFING… ustomer Relationship Management (CRM) has emerged from the Cnetworking technology revolution of the 1990s. The CRM movement is Part 1 – based on the business truism that it is more expensive to acquire new General FAQs on CRM customers than it is to retain old ones. With this in mind, the world’s leading companies are pioneering new strategies to improve customer intimacy and establish lucrative, long-term relationships. Today’s cutting-edge CRM tactics focus on strengthening a company’s relationship with customers through better information and improved service. Part 2 – Practical guidance on he business world has moved away from the old thinking that customers using CRM Tshould accept whatever product quality and service level a vendor supplies. Powerful customer relationship management (CRM) tools allow vendors to make the most effective use of customer data. Part 3 – et most organisations do not yet know enough about their customers’ Useful websites and Yneeds and aspirations. This lack of knowledge stems partly from an references for further absence of relevant data and also from the absence of powerful modelling reading and analytical systems. CRM systems are somewhat regarded as experi- mental by many organisations, even though their utility is widely accepted.
  • Dave Ramsey's Complete Guide to Money: the Handbook

    Dave Ramsey's Complete Guide to Money: the Handbook

    DAVE RAMSEY’S COMPLETE GUIDE TO MONEY The Handbook of Financial Peace University Peace Philippians 4:7 © 2011 Lampo Licensing, LLC Published by Lampo Press, The Lampo Group, Inc. Brentwood, Tennessee 37027 All rights reserved. No portion of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, scanning, or other—except for brief quotations in critical reviews or articles, without the prior written permission of the publisher. The Dave Ramsey Show, Total Money Makeover, Financial Peace, Financial Peace University, and Dave Ramsey are all registered trademarks of Lampo Licensing, LLC. All rights reserved. Scripture quotations noted nkjv are from the New King James Version®. © 1982 by Thomas Nelson, Inc., Publishers. Used by permission. All rights reserved. Scripture quotations noted niv 1984 are from the HOLY BIBLE, NEW INTER- NATIONAL VERSION®. © 1984 Biblica. Used by permission of Zondervan. All rights reserved. Scripture quotations noted niv 2011 are from the HOLY BIBLE, NEW INTER- NATIONAL VERSION®. © 2011 Biblica, Inc.™ Used by permission. All rights reserved worldwide. Scripture quotations noted nrsv are from the New Revised Standard Version Bible. © 1989 National Council of the Churches of Christ in the United States of America. Used by permission. All rights reserved. Scripture quotations noted cev are from the Contemporary English Version®. © 1995 by the American Bible Society. Used by permission. All rights reserved. Scripture quotations noted The Message are from The Message. © 2002. Used by permission of NavPress Publishing Group. This publication is designed to provide accurate and authoritative information with regard to the subject matter covered.
  • Local Rock Legend Headlines Peninsula Music Festival August 23

    Local Rock Legend Headlines Peninsula Music Festival August 23

    FOR IMMEDIATE RELEASE: Contact: Michaela Fisher, 425-223-0595, [email protected] Local Rock Legend Headlines Peninsula Music Festival August 23-25 • Robust lineup of Blues and Rock performers, food, arts and family fun • Moonfest 2013 names local organization World Vision as benefit charity Seattle, WA (June 21, 2013) -- MOONFEST2013 features a wide variety of mostly original blues and rock music. Just one hour west of Seattle and 40 minutes north of Bremerton, in a pristine setting on Lake Leland, campers will enjoy music-loving families and like-minded people escaping to the serenity of the Olympic Peninsula. The three-day festival will feature Roger Fisher, founding guitarist of rock group Heart, and 2013 Rock and Roll Hall of Fame Inductee, playing original songs from his new album ALL TOLD and many hit songs from Heart that he co-wrote. Other groups on the festival lineup at this annual event are: Michael Shrieve, original drummer for Santana; LeRoy Bell, whose songwriting credits include songs for Elton John and Jennifer Lopez; Echoes, an amazing Pink Floyd tribute - in SURROUND SOUND; Beth Quist, formerly a star of Cirque Du Soleil; Caspian Coberly; Blake Noble; Junkyard Jane; Lefthand Smoke; Ethan Freckleton; Alice Stuart; Dusty 45′s; True Spokes; Impossible Bird; and more artists to be announced. With beautiful Lake Leland as a backdrop, concert-goers can camp on-site, or at one of the many campgrounds nearby, in and around the Olympic National Forest. In fact, Moonfest is introducing a Campsite Competition that's sure to be a lot of fun! A variety of hotel choices in the area accommodate the non- camping crowd.
  • THD Electronics, Ltd. Partial Customer List No Endorsement Is Implied

    THD Electronics, Ltd. Partial Customer List No Endorsement Is Implied

    THD Electronics, Ltd. Partial Customer List No endorsement is implied. Updated 5/7/03 Page 1 Eric Ambel (Steve Earle) John Fogerty (Credence Clearwater Revival) Pete Anderson (Dwight Yoakam, Blue Rodeo) Mark Ford (Black Crowes) Saleem Azam (Born Naked) Bill Frisell Rob Bailey (Anastacia, Echoboy, Cyndi Lauper, Roger Fisher (Heart) Lisa Lisa) Rory Gallagher Barenaked Ladies Brett Garsed (John Farnham, Nelson) Jim Basnight (The Moberlys, The Rockinghams, Billy Gibbons (ZZ Top) Sky Saxon) Don Gilmore (Tracy Bonham, Eve 6, Linkin Terry Blankenship (Robert Fripp) Park, Pearl Jam, The Rockinghams, Michael Blue Rodeo Shrieve, Sugar Ray, Sweet Water, X, Rob Tommy Bolin (Tommy Bolin Band) Zombie) Dan Bolton (Supersuckers) Stone Gossard (Pearl Jam, Mother Love Bone, Ross Bolton (Al Jarreau) Brad) Bruce Bouton (Asleep at the Wheel, Brooks & John Goux (Christina Aguilera, Randy Dunn, Garth Brooks, Neil Diamond, Newman, Dwight Yoakam) Emmylou Harris, Olivia Newton-John, Ricky Amy Grant Band Skaggs, LeAnn Rimes, Shania Twain, Keith Kirk Hammett (Metallica) Urban, and many other) Ben Harper Bob Boykin (Jeff Lorber) Ron Heathman (Supersuckers) Doyle Bramhall II (Arc Angels, Sheryl Crow, Hellecasters Double Trouble) Scott Henderson (Chick Corea, Jean-Luc Ponty, Peter Buck (R.E.M.) Tribal Tech, The Zawinul Syndicate) Tom Bukovac (Nelson, Keith Urban) Jimmy Herring (Aquarium Rescue Unit, Gov't Gary Burnette (John Tesh Band) Mule, Phil Lesh, Derek Trucks) Kevin Cadogan (Third Eye Blind) John Hiatt Vivian Campbell (Black Sabbath, Def Leppard, Dave Hole Dio,
  • Double Feature Tribute Next at Hht

    Double Feature Tribute Next at Hht

    PRESS RELEASE – July 24, 2017 Susan Carrier (951) 551-5363 [email protected] DOUBLE FEATURE TRIBUTE NEXT AT HHT Next up at the Historic Hemet Theatre is a double feature tribute concert. Two outstanding tribute bands together for one spectacular concert event. On Saturday August 12th, HHT will host a tribute to The Who and Heart, featuring the bands WhosNext and Dog 'n Butterfly. Along with the Beatles and the Rolling Stones, The Who complete the trinity of British rock and roll. The list of their smash hits including “Behind Blue Eyes”, “Won’t Get Fooled Again”, “Who Are You”, “Baba O’ Riley” (Teenage Waste Land),… goes on and on. The Who was one of the great rock bands of the 1960s and 1970s, featured at Woodstock. Because of the complex musical arrangements, harmonies and various instruments soloing simultaneously, there are very few tribute bands able to recreate the music and attitude of The Who. "The Who Experience" by the Orange County based "WhosNext" is a powerfully realistic tribute with an incredible resemblance both musically and visually. This energetic performance is a must see for classic rock fans young and old and will leave fans screaming for more! HEART rose to fame in the mid-1970's with music influenced by hard rock and heavy metal. The group sold over 35 million records, with hits like "Baracuda,"Crazy On You," and "Magic Man." "Dog 'n' Butterfly" is a 5 piece band of accomplished musicians dedicated to bringing their talent and love of Heart’s memorable music to the stage with unequaled accuracy and musical skill.
  • Management Fads the Last Between a Management Fad and a Valid Management Practice

    Management Fads the Last Between a Management Fad and a Valid Management Practice

    Management HowFads to Tell the Next Breakthrough Innovation From a Pet Rock By James C. Galvin Editor’s note: Our reflection on CMA’s 30 years led to a discussion about the many dif- ferent management practices over the last three decades. Some worked. Others didn’t. We asked ourselves: “How can you tell the difference between a management fad and some- thing that’s going to really work?” Organizational consultant Jim Galvin looks at some past management initiatives and helps us determine what is a fad and what is a true innovation. Remember MBWA? “Management by walking around” was widely discussed in the 1980s as a way to improve organizational performance. What actually hap- pened was that out-of-touch bosses got out of their offices and started micro- managing, violating chains of command, confusing supervisors, and generally irri- tating employees. Yet this practice proved to be beneficial for executives in organizations with many layers. I know some ministry leaders who intentionally practice MBWA today as a way to stay visible and in touch with employees and volunteers. So is it a management fad or valid best practice? Perhaps at some point in your career somebody gave you a copy of the One Minute Manager. In the 1980s, people were buying the thin $15 hardcover by the case. The book was a phenomenon. But have you ever been on the receiving end of a One Minute Reprimand? Did you find it inspiring and motivational? Yet goal- setting and immediate feedback endure as powerful management tools. So was the One Minute Manager a fad, or a collection of three best practices? Let’s not forget The 7 Habits of Highly Effective People.
  • The Messenger

    The Messenger

    THE MESSENGER The Weekly Newsletter of the Mountain Home Church of Christ February 26, 2017 WHEN THE DREAM BECOMES A NIGHTMARE JOB 1:13–22 INTRODUCTION: With the exception of our Lord Jesus, no one in Scripture suffered more than Job. Job’s sufferings were the result of a spiritual test, unseen and unknown by Job. His character was at stake. Was Job “good to the core,” or was he good only so long as God’s good hand bountifully blessed and prospered him? “Does Job fear God for noth- ing?” was the challenge of Satan. I. JOB’S LOSS OF _____________ A. Job’s oxen and ___________ are stolen by the Sabeans, and the servants tending them were killed (Job 1:14, 15). B. Job’s sheep and the ____________ tending them were destroyed by “fire of God from heaven” (Job 1:16). C. Job’s camels were stolen by the _______________, and the servants who looked after them were killed (Job 1:17). D. Bankruptcy in one moment—worse than the stock market crash of 1929 (see 1 Timothy 6:17; Luke 12:16–21). II. JOB’S LOSS OF ________________ A. Job’s seven sons and three daughters were killed in a “______________” (Job 1:18, 19). B. The “rapid-fire” report of these losses must have been like a series of punches from a heavyweight boxer, or like being hit by bullets from a machine-gun. Job had to have been _______________. C. By far the greatest of these losses was the children! All ten killed in one tragedy! D.
  • 10. Chapter 8--Managerialism, Irrationality and Authoritarianism.Wps

    10. Chapter 8--Managerialism, Irrationality and Authoritarianism.Wps

    Chapter Eight. Managerialism: Irrationality and Authoritarianism in the Large Organization A. The Corporate Form and Managerialism. We have already seen, in the section of Chapter Three on the corporate form, that apologists for the corporate legal form have been forced to abandon much of Mises' "entrepreneurial corporation" doctrine, and concede ground to the proponents of the managerial revolution like Berle and Means. Stephan Kinsella, for example, argued: It is bizarre that there is this notion that owners of property are automatically liable for crimes done with their property... Moreover, property just means the right to control. This right to control can be divided in varied and complex ways. If you think shareholders are "owners" of corporate property just like they own their homes or cars--well, just buy a share of Exxon stock and try to walk into the boardroom without permission. Clearly, the complex contractual arrangements divide control in various ways: the managers, etc., really have direct control; subject to oversight by the directors... etc. But even here--to get a loan, the company has to agree to various covenants w/ the bank, that condition its right to use property. Even though the law would not call the bank an "owner" praxeologically it of course has a partial right to control the property. If you have a contract allowing rentacops to patrol the building--hey, they are partial owners too. If you are leasing from a landlord--so do they. If you allow the plumber in to fix the building--he has temporary right of control too. So what?1 And in an email to the Libertarian Alliance's Sean Gabb, he "raise[d] doubts about the effective control that shareholders have over their companies, and wonder[ed] if they should not rather be placed in the same category as employees or lenders or contractors."2 He continued to develop the same argument, in his response at Mises Blog to Gabb's article on the subject: ....You conceive of a shareholder as the "natural" owner of the enterprise.