By M. J. Langham (Auth.)

ISBN-10: 008022475X

ISBN-13: 9780080224756

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The more the expertise, the more unobtrusive the controls. The best situation of all, though they do not come cheap, is to hire professionals, for someone else has socialised them and even unobtrusive controls are hardly needed. " It is a nice point — the organisation overcomes the partial allegiance which individuals have either by overt control and direction or, more subtly, by hiring those who have already been socialised into organisation norms and standards through professional education and training and will not, therefore, question the basic tenets and goals for which the bureaucracy exists.

The rapidly developing technology of the century from 1750, however, brought the introduction of mills and factories and the large-scale exploitation of minerals which led to the growth of manufacturing industries employing hundreds of people at single sites using highly mechanised production techniques. The phenomenal growth of the manufacturing industry and corresponding commercial services called inevitably for larger and larger organisations staffed by many thousands of employees. In an era where technological innovation could produce vast rewards there were major upheavals of the old social order of the landowner and his workers, giving rise to the new rich, the mill or factory owner employing the thousands who were leaving the land to seek work in growing towns and cities.

The gaps between what managers do, what we popularly believe they do, and what they ought to do give us a good clue to why corporate planning is more difficult to implement successfully in practice than the logic of the theories would suggest. Some of these problems are discussed at some length in Chapter 13. Most are in some way connected with behavioural problems of one type or another — not least being the difficulty of enforcing a formal and structural approach to issues which historically have been handled by informal and unstructured responses.

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Corporate Planning by M. J. Langham (Auth.)


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