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The MIT Sloan Management Review brings out every quarter a compendium of ideas, opinions and research on the precepts and practices of management and their application to real life situations. Whoever closely follows the contents over a period is bound to notice the repetitive nature of the topics handled in these compilations. Not only do the topics selected have some sort of a cyclical shelf-life, but the propositions advanced are also not stunningly original, although couched in different words and phrases, constituting a corpus of the same concepts going by different nomenclature, at different times. Indeed, authors on management compulsively go to great lengths in performing verbal antics or semantic acrobatics to maintain a look of freshness, erudition and even a revolutionary discovery and to avoid giving the impression of working with a limited repertoire. Since management falls between the two stools of both art and science, anything goes, and no harm is done whether you act on the prescriptions or totally ignore them. Human beings being what they are, regimenting them to behave all the time undeviatingly in the manner laid down by the management gurus is next to impossible. Human nature will, and does, assert itself, regardless of all the nostrums flying about. Alexander Pope, of all persons, saw this coming a couple of centuries before F. W. Taylor, the father of the so-called `scientific management' by his ringing assertion: "For forms of government, let fools contest; whate'er is best administered is best"! Replace `government' by `management', and you will get the drift of all that I have been saying so far. Happily, there is nothing inscrutable about management mantras. Being imitative of familiar coinages in the scientific or psychological domain, or reminiscent of usages in common parlance, they are easily comprehensible, although at times they may seem far- fetched or outlandish. I want to take as an example a recent article ``The Seven Deadly Sins of Performance Measurement (and How To Avoid Them)'' by Michael Hammer, Visiting Professor of Engineering Systems at MIT and the Fellow of Said Business School at Oxford University. `Widespread malaise' Performance measurement suited to the different areas of activity — manufacturing, procurement, marketing, sales, negotiations, investment, customer `delight' and the like — of an enterprise has always been a tricky undertaking, since there are so many subjective elements and other intangibles vitiating it. So, when the learned professor offered to identify the seven deadly sins committed while devising and using what he calls `the metrics', I was excusably agog. But scarcely had I waded through the preamble, when I found myself struggling knee-deep in a swamp of what was being held out as the symptoms, tantamount to sins, of a `widespread malaise'. I enumerate the seven sins with a summary of the author's annotation so that you may judge for yourself whether they add up to anything substantive: Vanity (measures intended to make the managers look good); provincialism (preoccupation with organisational boundaries); narcissism (`unpardonable offence' of measuring from one's point of view, you may well ask whose else's?); laziness (assuming one knows what is important to measure without giving it adequate thought or effort); pettiness (measuring only a small component of what matters); inanity (implementation unmindful of consequences on human behaviour and enterprise performance, whatever that means); and frivolity (`the most serious sin', unpardonable or not, is not clear, of not being serious about measurement in the first place.) Are you any the wiser? Well, it does not matter, if you aren't. As I said, such lather does no damage. In fact, it helps to while away the time without mental strain. B. S. RAGHAVAN © Copyright 2000 - 2006 The Hindu Business Line
FAQ :
The author argues that management writings are highly repetitive and unoriginal, often relying on semantic acrobatics and verbal antics to appear fresh and revolutionary.
The author states that human nature will always assert itself, making it nearly impossible to regiment people to behave exactly as management gurus dictate.
The author analyzes "The Seven Deadly Sins of Performance Measurement (and How To Avoid Them)" by Michael Hammer.
The seven sins are vanity, provincialism, narcissism, laziness, pettiness, inanity, and frivolity.
The author believes these theories do no real damage and can be safely ignored, serving primarily as a harmless way to pass the time without mental strain.
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