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Welcome to the Jacoby Consulting Group blog.
You will immediately notice that this blog covers a wide range of themes - in fact, whatever takes my fancy or whatever I feel strongly about that is current or topical. Although themes may relate to business, corporate or organisational issues (i.e. the core talents of JCG), they also cover issues on which JCG also feels warranted to comment, such as social issues, my books, other peoples' books and so on. You need to know that comments are moderated - not to stifle disagreement - but rather to eliminate obnoxious or incendiary comments. If a reader wishes to pursue any specific theme in more detail, specifically in relation to corporate, business or organisational issues, or in relation to my books, then the reader is invited to send an off-line email with a request. A prompt response is promised. I hope you enjoy this blog - sometimes informed, sometimes amused and sometimes empassioned. Welcome and enjoy.
JJJ

01 September 2011


Myth 22: Management always acts in the best interest of owners

One does not need to refer to WorldCom, Enron, HIH, Qintex and scores of other profound examples of malfeasance, greed, theft, egotism, connivance, deceit, nepotism, scandal and ineptitude to accept that not all management acts in the interests of the corporation, let alone the interests of the shareholder.

There are many inescapable facts that managers, directors, shareholders, brokers and analysts must acknowledge:

1.          Managers are human beings.

2.         As human beings, they have perspectives, attitudes and perceptions that are unique to their personality, experience and context.

3.         As human beings, most frequently they are attracted by security and shy away from fear, insecurity and confrontation.

4.        Within the corporation, the implications of decisions and actions are not all uniform and predictable.

5.         Decisions that are unpredictable lead to enhancing insecurity and are therefore less preferable.

6.        Managers, like other mortals, pursue self-preservation.

7.         Managers, to “protect themselves”, are less likely to make decisions that are higher-risk and that threaten their security within the organisation. 

8.        Some organisations occasionally need to take higher risk decisions.

9.        Managers, because of their own human nature, may fail to make the decisions that are in the best interest of the organisation and therefore the shareholders.

10.      Management through its own subjective filter interprets and decides what is in the best interest of shareholders.

We also know that frequently CEOs choose directors who will serve the CEO’s purposes rather than provide the organisation with the dispassionate and independent adjudication and direction expected of the Board. Self-seeking behaviour therefore stretches from the bottom to the very top of most organisations.

Beware of the manager or director who passionately believes that his/her organisation is an entity apart from its owners. These people argue that “shareholders are merely investors and if they don’t like what they get from their association with the company they can leave and go to another company.” You show me a company with this view and I’ll show you a company that is not only not satisfying is shareholders, but is heading toward oblivion.

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