Last posts on management

The Hottest Theory

2008-11-06T10:21:00+01:00

I have been an admirer of John Maynard Keynes, the author of General Theory of Employment, Interest and Money. The "employment" element of the theory is what has always intrigued me. While Bernd Schmitt has been joking about “Das Kapital” by Karl Marx as being the hottest business book these days, I believe John Keynes – General Theory of Employment, Interest and Money should be the most popular amongst the economist. Employment has been one of the campaign hotties in the US Elections, to rescue the world from the economic turmoil. While the views of the presidential nominees and economists has been that generation of employment will lead to higher national income, which in turn will trigger spends, increase in industril output and which eventually lead to prosperity for all. The capitalist view has been contradictory, with the current turmoil plaguing our economic markets, companies are increasingly looking for effective ways to cut costs, what’s better then retrenchments, job cuts, this will lead to lower cost and maintain bottom line, redeploy capital when the time is right and achieve economic prosperity.The General Theory was popular and was encouraged in the 1930s experience of mass unemployment; it was not successful with the ‘stagflation’ of the 1970s. I am confident of Keynes winning this time around…

Book Review - The Peter Principle & The Peter Prescription

2006-08-18T13:42:42+02:00

Book Review – The Peter Prescription (reviewed by VIKRAM KARVE) Title: The Peter Prescription Author: Dr. Laurence J. Peter Published: 1972 (William Morrow) For the past few days it’s been raining cats and dogs in Pune, confining one indoors; the electricity and cable TV go off frequently, and this gave me a golden opportunity to dust off some of my favourite books from my bookshelves and re-read them sitting in the verandah sipping piping hot tea. I realized that re-reading good books gives me even greater pleasure. So that’s what I’m going to do for the next few days – browse my bookshelves, re-read some of my favourite books, and tell you about them or rather “review” them for you. During my college days I read three non fiction books which had a lasting impact on me. The first was Parkinson’s Law (written in 1958) based on the author’s study of the British Civil Service and Admiralty. The other two books were written by Dr. Laurence J. Peter – The Peter Principle (1969) and The Peter Prescription (1972). These three Management Classics are a must for the bookshelves of every manager. Written with incisive wit, Parkinson’s Law is a seminal book on the workings of bureaucracy which is essential reading for any student of Management. It is an all time management classic, a masterpiece, which is must reading for every manager. The Peter Principle, a delightful read, provides a superb insight and intriguing study of hierarchiology. The Peter Principle may be Dr. Peter’s seminal pioneering work, but I feel The Peter Prescription is his definitive book, a classic. If you have not read ‘The Peter Principle’, do read my review of the book appended below this article, as I feel it is prerequisite reading before you embark upon ‘The Peter Prescription’. Whereas both Parkinson’s Law and The Peter Principle formulate and substantiate their respective theories, The Peter Prescription is a philosophical self-help treatise on how to achieve happiness in all aspects of life. Written in his same hilarious inimitable style, Dr. Peter exhorts us to be creative, confident and competent by replacing mindless escalation with life-quality improvement. The message of the book is in congruence with eastern philosophies which focus on inward enhancement rather than outward escalation. In his introduction Dr. Peter states: “Many authors offer answers before they understand the questions…….. I understand the operation of the Peter Principle, and the remedies offered are the product of years of research……… prescriptions will lead to great personal fulfillment and joy of real accomplishment.” The book, interspersed liberally with quotations and case studies, comprises three parts. The first, titled Incompetence Treadmill why conventional solutions not only fail to alleviate the effects of the Peter Principle but may actually serve to escalate the problems. His analysis of ‘marital incompetence’ is hilarious. A bachelor is a man who looks before he leaps – and then does not leap he concludes. With the flattening of hierarchies, I wonder whether there still exist any Professional Processionary Puppets – the organization-men. It would be worthwhile to look into organizations for similarities to prototypes adorning bureaucracies of yesteryear in order to ascertain whether it is a progressive or rigid hierarchy bound organization heading for decay. The meat of the book is in Part Two, titled ‘Protect your Competence’ which give a total of 25 “prescriptions” on how to remain creative and competent. There are two things to aim at in life: first, to get what you want; and after that to enjoy it. The prescriptions, which are condensed wisdom of the ages, guide us on how to achieve this. The greatest happiness you can have is knowing that you do not necessarily require happiness he quotes. Competence is a system dependant factor as viewed by your bosses (like beauty lies in the eyes of the beholder) and is governed by the HR policies in your organization. Why is man so competitive? Do the HR policies in your organization encourage competition, rat race and reward escalationary behaviour, and if so, what can you do about it? Maybe you can find some answers by exploring the prescriptions. Let’s have a look at Peter Prescription 3 – The Peter Panorama – which I have used to great effect, which comprises listing your satisfying activities, joyful experiences, pleasant reminiscences, and after introspection make a second list of those which are feasible to do regularly and then make sure you do them whenever feasible. Enjoyable events begin to crowd out the unpleasant and you feel happy. Do read, experiment, and try to imbibe the prescriptions in your professional and personal life, and experience the results for yourself. Introspect, evolve a philosophy of life, fine tune the art of living, concentrate your efforts within your area of competence, and have an improved quality of life consisting of abiding competence and contentment. If you cannot be happy here and now, you can never be happy. Part Three of the book is written from the management perspective giving 42 “prescriptions” to Managers to contain and mitigate the effects of The Peter Principle in their domains and manage for competence. It views The Peter Principle from a manager’s point of view, and assuming the manager himself is not a victim of the Peter Principle, offers valuable tips in the HR Management, particularly recruitment, promotion and selection. ( Obviously, outsourcing wasn’t prevalent then in the sixties and seventies, otherwise how about ‘outsourcing’ incompetence). As stated in the introduction, the purpose of The Peter Prescription is to explore how you yourself can mitigate the effects of The Peter Principle by avoiding the final placement syndrome, and as a manager, how can you keep your employees at their appropriate competence levels to achieve mutual optimal benefit. It’s only when you read the book and apply the prescriptions in your real life that you will experience the results. Book Review – The Peter Principle (reviewed by Vikram Karve) The Book: The Peter Principle Authors: Dr. Laurence J. Peter & Raymond Hull Published: 1969 William Morrow I think there is a Chinese saying that it is a misfortune to read a good book too early in life. I think I read ‘The Peter Principle’ too early in life. And at that time I being of an impressionable age, the book influenced me so much that I “rose” to my level of incompetence pretty fast, either unintentionally or by subconscious design. I read ‘The Peter Principle’ in the early seventies, maybe sometime in 1972, when I was studying for my degree in Engineering, and even bought a personal copy of the book in 1974 (which I possess till this day) which considering my financial status those days was quite remarkable. The book, written by Laurence J. Peter in collaboration with Raymond Hull, a management classic and masterpiece in the study of hierarchiology, is so fascinating, riveting and hilarious that once you start reading, it’s unputdownable. In the first chapter itself, giving illustrative examples, the author establishes the Peter Principle: In a hierarchy every employee tends to rise to his level of incompetence and its corollary: In time, every post tends to be occupied by an employee who is incompetent. Dr. Peter writes in racy fictional style and as you read you experience a sense of verisimilitude and in your mind’s eye can see the Peter Principle operating in your very organization. That’s the way to savor the book, and imbibe its spirit – read an illustrative “case study” in the book and relate it to a parallel example in your organization. He discusses cases which appear to be exceptions like percussive sublimation, lateral arabesque etc and demonstrates that The apparent exceptions are not exceptions. The Peter Principle applies in all hierarchies. Discussing the comparative merits and demerits of applying ‘Pull’ versus ‘Push’ for getting promotion, Dr. Peter concludes: Never stand when you can sit; never walk when you can ride, never Push when you can Pull. He then tells us how to recognize that one has reached one’s state of incompetence (final placement syndrome) and should one have already risen to one’s state of incompetence suggests ways of attaining health and happiness in this state at zero promotion quotient. Towards the end of his book he illustrates how to avoid reaching the state of incompetence by practicing various techniques of Creative Incompetence. (I probably practiced Creative Incompetence quite competently and hopefully I am still at my level of competence!) In conclusion Dr. Peter tries to briefly explore remedies to avoiding life-incompetence which he has elaborated in his follow up book ‘The Peter Prescription’ which is a must-read once you are hooked onto The Peter Principle. The Peter Principle is a compelling book, written almost forty years ago, and with the flattening of hierarchy and advent of flexible organizational structures and HR practices, it would indeed be worthwhile for young and budding managers to read this book and see to what extent the Peter Principle applies and is relevant in today’s world. Reviewer: VIKRAM KARVE vikramkarve@sify.com

Ethical Fitness by Vikram Karve

2006-07-06T13:45:00+02:00

ETHICAL FITNESS By VIKRAM KARVE Ethical Fitness – Part 1 When recruiting new people, or promoting/appointing persons to senior / sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration. But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment? No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness. Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas. Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management. Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension. Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for ethical fitness. Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development. Stage 1. Physical consequences determine moral behaviour. At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog. Stage 2. Individual needs dictate moral behaviour. At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.” Stage 3. Approval of others determines moral behaviour. This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day. Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns. “Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.” Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern. Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom. Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences. Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles. Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank/seniority/status/success. In the words of Alexander Orlov, on ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.” Ethical traits accompany a man to the highest rungs of his career. In a nutshell the governing factors pertaining to six stages of moral development which determine Ethical fitness may be summarized as: FEAR – Stage 1 NEEDS – Stage 2 CONFORMANCE – Stage 3 COMPLIANCE – Stage4 CONSENSUS – Stage 5 CONSCIENCE & FREE WILL – Stage6 Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability. Ethical Susceptibility is your inability to avoid ethical dilemmas. Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’. Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations. It is dependent on your internal stage of moral development in the given ethical situation. Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control. Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate. In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted. If the environment is not conducive, a person can intellectually reach stage 6 but deliberately remain morally at stage 4 as he may find that he has to sacrifice too much to reach stage 6. This can be particularly seen in most hierarchical organizations where most smart employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states. This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion. Whenever two individuals at different stages of moral development interact with each other, both of them try to force or maneuver the other into their own appreciation of the ethical situation, thus leading to conflict. In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to dissonance in the system. Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted. What is your stage of personal moral development? Be honest with yourself and recall the decisions you made in recent ethical situations. The six stages are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development. The ultimate goal is to engage in ethical decision making at stage 6. However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence. Food for Thought What do you do if your boss is at a lower stage of moral development than you? Do you masquerade and make a pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits. This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality. Do you want that to happen? Think about it! To be continued…………. End of Part 1 of ETHICAL FITNESS By VIKRAM KARVE vikramkarve@sify.com

Ethical Fitness by Vikram Karve

2006-07-06T13:44:27+02:00

ETHICAL FITNESS

VIKRAM KARVE

Ethical Fitness – Part 1

When recruiting new people, or promoting/appointing persons to senior / sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration.

But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment? No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness.

Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas. Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management.

Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension. Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for ethical fitness. Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development.

Stage 1. Physical consequences determine moral behaviour.

At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog.

Stage 2. Individual needs dictate moral behaviour.

At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.”

Stage 3. Approval of others determines moral behaviour.

This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day.

Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns.

“Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.”

Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern.

Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom.

Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences.

Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles.

Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank/seniority/status/success. In the words of Alexander Orlov, on ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.” Ethical traits accompany a man to the highest rungs of his career.

In a nutshell the governing factors pertaining to six stages of moral development which determine Ethical fitness may be summarized as:

FEAR – Stage 1

NEEDS – Stage 2

CONFORMANCE – Stage 3

COMPLIANCE – Stage4

CONSENSUS – Stage 5

CONSCIENCE & FREE WILL – Stage6

Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability.

Ethical Susceptibility is your inability to avoid ethical dilemmas. Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’.

Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations. It is dependent on your internal stage of moral development in the given ethical situation.

Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control.

Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate. In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted.

If the environment is not conducive, a person can intellectually reach stage 6 but deliberately remain morally at stage 4 as he may find that he has to sacrifice too much to reach stage 6. This can be particularly seen in most hierarchical organizations where most smart employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states. This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion.

Whenever two individuals at different stages of moral development interact with each other, both of them try to force or maneuver the other into their own appreciation of the ethical situation, thus leading to conflict. In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to dissonance in the system. Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted.

What is your stage of personal moral development? Be honest with yourself and recall the decisions you made in recent ethical situations. The six stages are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development. The ultimate goal is to engage in ethical decision making at stage 6. However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence.

Food for Thought

What do you do if your boss is at a lower stage of moral development than you? Do you masquerade and make a pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits. This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality. Do you want that to happen? Think about it!

To be continued………….

End of Part 1 of

ETHICAL FITNESS

VIKRAM KARVE

vikramkarve@sify.com