Showing papers on "Enterprise software published in 1971"

The Multinational Business Enterprise: What Kind of International Organization?

Abstract: The recent growth in the size and number of private business enterprises that operate in many countries has generated a great deal of speculation as to whether a form of international organization has been created which is able to frustrate the policies of the traditional nation-state. The enterprise with subsidiaries scattered around the globe clearly has the potential to evade the influence of many governmental policies. The firm can circumvent a tight monetary policy in one country by having an affiliate borrow in another country and transfer the funds across national borders. If direct transfers of capital from abroad are restricted, transfer prices, royalty payments, or open accounts between affiliates can be adjusted to bring in the needed financial resources. If taxes are high in one jurisdiction, profits that would be subject to tax can be shifted to another tax jurisdiction through manipulation of affiliate transactions. National labor unions and comparatively harsh labor legislation can be frustrated by moving production to facilities in another country when strikes or higher costs threaten a particular market. A governmental program aimed at increasing technical and managerial training to provide a larger domestic supply of skilled personnel may only generate technicians or managers for the multinational enterprise to shift out of the country, back to its head office or to other countries. Technology developed in one country—often through governmental support and often related to defense needs of governments—can be leaked quickly to other countries through the communication network of the multinational enterprise.

Organization Development: An Applied Philosophy for Managers of Public Enterprise

Abstract: AS THIS DECADE COMMENCES it is already quite apparent that both public and private enterprise will have to deal with the challenges of survival, consolidation, and growth in ways that differ markedly from those that prevailed as recently as ten years ago.2 The ranks of key executives who seek to manage an organization sheerly as a technical system become thinner with each passing year. The once comfortable and comforting image of the world as mechanism, the image of the world as operating in terms of discoverable and controllable cause-effect relationships, is clearly outmoded and in the process of being replaced. The contemporary manager is coming to see the world as one in which variability, uncertainty, and probabilism are the predominant dimensions.3 Though mechanistic concepts continue to have utility, these are no longer seen as central and totally explanatory: further, the applicability of these concepts to the management of human resources is at best negligible.

The Human Side of Enterprise

Abstract: There has been a continuous search for compatibility between scientific management on one hand and human relations on the other and this has been the core of the discussions among social scientist and management experts. Indeed, the problem of balancing man’s organized relationships vis-a-vis his individual growth has been perennial one. A relevant work concerning the human relations aspect or one reflecting the manager in the organization is McGregor's “The Human Side 'of Enterprise."