Stanley Deetz (Stan)
| Stanley Deetz (Stan) |
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Research Contributions Development
as a Critical Theorist Publications: Projects: Books
in Progress: Lectures: Student
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Thinking Corporate Governance Anew: Social Values and Models of Stakeholder
Involvement Unit 1 The Crisis of Governance
and Social Values Chapter 2 The Corporation as an Emergent Policy Institution The centralization of corporate
power and intrusion into everyday life, control of resources use, community
development; No vote on things we used to vote on; We would never allow
the church, state or any value-driven group such power. Chapter 3 The Status of the Corporate Colonization Corporate decisions directly
affect family and community: Time structure; Distribution of income—gender, social
group; Personal identity and friendship; Home/community; Child rearing. Corporate
control of education: Statesman to career track; The sustained
attack on all education that they do not control; Direct education in training,
thinking, values, life style, Type of knowledge acquired and
transmitted--fragmented and control oriented. Corporate control of
information and culture: Monopoly media ownership; Sponsored news
and advertising, advocacy of consumer life styles; Media biases because
commercial—lazy worker rather than real issue of work ethic production of
prescribed conflict. Corporate effects on quality of life: Costs
of high surveillance and control attitudes; Costs of control centered
personalities and special interest thinking—less community participation;
Mergers, environment—the need for a people impact statement; Do the resources
go toward the things we need—are we competitive in increasing well-being?
Corporate contribution to boom/bust economy and life instability. Chapter 4 Economic versus Institutional Theory Unit 2 The
Representation of Social Values Chapter 5 The Failure
of the Marketplace A dollar equals a vote. Invisible hand rationality. Everything is a cost or a resource. This could be a optimal system with very lower administrative cost and relatively quick responsiveness to public needs. Value debate would be unnecessary, the work process would not need to be politicized. But..... Inequalities in current distribution of income lack a rightful basis; All things desired can not be equally well translated into economic terms--the problem of emotional labor for example or teaching in a university; Hidden cost and long term benefits must be given given monetary expression—psychological costs, community disruption, deskilling—all trend to be absorbed by person or society. New accounting systems needed. Resource depletion is written off against profit yet it is the society which lost the resource. Who pays for the cost to democratic participation in the political process and loss of personal autonomy? Market weakness: Monopoly and control systems on pricing (managerial salaries...) Mass advertising and creation of needs--media and information control. Choice only among existing products, no choice of future Chapter 6 The Failure of Social ResponsibilityChapter 7 The Failure
of Regulation
Chapter 8 Getting Robust Democracy at Point of Decisions Workplaces could be positive
social institutions providing a forum for the articulation and resolution of
important social conflicts regarding the use of natural resources, the
production of desirable goods and services, the development of personal
qualities, distribution of income and the future direction of society. By
focusing primarily on measuring narrow contrived economic outcomes (often
called profitability), the broader social and economic effects of business
decisions have been missed. And, we have been less likely to develop more
creative (and profitable) work processes. Unit 3 Governance and
Stakeholder Theory Chapter 9 Stakeholders
Versus Stockholders as Rightful Owners Workplace control in a
democratic society can no longer be justified in terms of ownership
rights. Ownership control has faded and hence the managerial prerogative
based on ownership extension lacks clear legitimacy; Micro-second ownership
rather than stewardship; New employee and work characteristics no longer fit
the 1930's management/labor accord granting union's right to financial
bargaining and management rights control work processes; Public ownership,
increased job skill requirements, and instability of jobs has changed who has
what at stake (who is venturing, what is invested); Markets only weakly
determine relative values when a strong management structure is in place Corporate decisions are heavily
value-laden. Gap between what know and need to act; The presence of
routines and decisional premises, eg, environmental costs The costs of
managerialism. Faulty opposition of social values and economic viability;
The problem of short term decision making and financial manipulations for the
sake of personal careers; The control hang-up: The high costs of control,
the willingness to give up productivity for control, valuing of control innovations
over people ones, the elitist disrespect for all other groups in society
including public decision making; The high cost of management, perks,
lifestyle, salaries. Chapter 10 Empirical Cases of Stakeholder Involvement Weak cases in focus groups and community
boards, stronger in Board of Director representation… Develop systems for
representing all the stakeholders, on boards, in accounting practices, in
product development. Chapter 11 Long-Termness as a Central Issue Unit 4 Communication
and Stakeholder Control Chapter 12 Social Good, Adaptivity, Commitment and Creativity as
Central Needs New employee self-management
programs need a democratic as well as economic assessment. Do they lead
to more productivity and do they lead to more democracy? We currently
have a problem with short-term, economically-driven employee participation.
They are new control systems. Chapter 13 The Failure
of Liberal Democracy to provide Adequate Models Chapter 14 How to Make Participation Costs less than Control Costs Anyone hanging around most
corporations will hear a lot more complaint about the endlessness and
frustrations of meetings than the lack of opportunity to
participate. This results not just from the limited nature of
participation tasks but from the inability to participate well. Our biggest
task may not be overcoming the autocratic tendencies of many managers and the
communication structures, principles and practices fostered by this, but in
providing new ways to think about and do communication in places where
participation is genuinely favored. The central questions—“Whose
objectives should count?” “How much should they count?” and “How will they be
accounted for?”—arise in all modern organizations. And, the problem of
managerial control directed toward a limited set of objectives is common to
most.
Chapter 16 Making Meetings Work |