managerialism

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Managerialism is the belief and practice that organizations have more similarities than differences. Managerialism holds the performance of all organizations can be optimized by the application of generic management skills and theory.

To a practitioner of managerialism, there is little difference in the skills required to run a college, an advertising agency or an oil rig. Experience and skills pertinent to an organization's core business are considered secondary. 





Managerialism is an unfortunate vestige of industrialism and manufacturing. It originated in controlling natural and human resources for large-scale production of goods in urban factory settings. Managerialism is found in obese government bureaucracies and moldering institutional settings.

Here is one succinct definition from Robert R. Locke:

“Managerialism occurs when a special group, called management, ensconces itself systemically in an organization and deprives owners and employees of their decision-making power (including the distribution of emolument), and justifies that takeover on the grounds of the managing group's education and exclusive possession of the codified bodies of knowledge and know-how necessary to the efficient running of the organization."

The social reorientation of work, the social enterprise, co-creation, collaborative commerce and seismic generational shifts have flipped managerialism on its head. It is both hilarious and sad to see contemporary management fail using managerialism for today’s complex social innovation.

Manufacturing QA methods such Plan-Do-Check-Act (PDCA) and Total Quality Management (TQM) metrics are applied to complex social activities such as customer discover and creation. It’s a monstrous, a travesty of judgment. Managerialistic business management strategies such as like Balanced Score Card (BSC) and Six-Sigma (6-?) are still employed for complex functions like sales or consulting.  It is a comprehensive disaster. It’s painful to witness. It hurts people.

Granted, these 20th Century methods and techniques are waning as social business rises. The problem, why they are still around, is people are afraid to suspend disbelief. Understanding the Network Singularity and the principles of complex systems leadership requires a lot of unlearning. The first thing it requires is competent listening and solid conversation. These practices paired with a strong customer focus will kill all vestiges of  managerialism and help you lead with confidence in the era of 21st Century social business.

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