petej + managerialism   57

Capitalism’s New Clothes | Evgeny Morozov
Zuboff’s Copernican revolution is much easier to explain by its debt to Chandler than Foucault. Chandler’s own prescriptions were usually limited to demanding that managers be more responsible. Zuboff transcends such defeatism. But her double movement will not win before both managerial capitalism and surveillance capitalism are theorized as “capitalism”—a complex set of historical and social relationships between capital and labor, the state and the monetary system, the metropole and the periphery—and not just as an aggregate of individual firms responding to imperatives of technological and social change. That the latter, miniaturized account of competitive enterprise is the working definition of “capitalism” in American business schools is no reason to impoverish the broader discussion of the system’s rationales and shortcomings.
surveillanceCapitalism  ZuboffShoshana  surveillance  Facebook  Google  businessModels  economics  capitalism  SiliconValley  power  control  ChandlerAlfred  HarvardBusinessSchool  managerialism  ParsonsTalcott  data  predictions  behaviour  Apple  Negri  autonomism  Italy  socialFactory  multitude  post-industrialism  Blairism  Taylorism  extractivism  advertising  Amazon  Uber  dctagged  dc:creator=MorozovEvgeny 
february 2019 by petej
An inevitable division: the politics and consequences of the Labour split | openDemocracy
As I’ve pointed out before most of the Blairite MPs became Labour MPs on the basis of a particular implicit understanding of what that role entailed. According to this understanding, the purpose of a Labour MP is to try to persuade the richest and most powerful individuals, groups and institutions to make minor concessions to the interests of the disadvantaged, while persuading the latter to accept that these minor concessions are the best that they can hope for. That job description might well entail some occasional grandstanding when corporate institutions are engaged in particularly egregious forms of behaviour (such as making loans to very poor people at clearly exorbitant rates), or when the political right is engaged in explicit displays of racism or misogyny. But it doesn’t entail any actual attempt to change the underlying distributions of power in British society; and in fact it does necessarily, and structurally, entail extreme hostility towards anybody who proposes to do that.
UK  politics  LabourParty  IndependentGroup  split  UmunnaChuka  Blairism  GapesMike  LabourFirst  Progress  class  capitalism  centrism  managerialism  anti-Semitism  Corbynism  Brexit  Labourism  coalition  Germany  FreeDemocraticParty  dctagged  dc:creator=GilbertJeremy 
february 2019 by petej
An Evening with Thomas Docherty, but a Lifetime with the Eichmann Academics | Academic Irregularities
"Performance management is a process of constant surveillance, reporting, evidencing and self-justification unfolding amidst the pervasive accusation that the individual is undeserving of the status of professor. But there is a process, and it will be observed"
education  higherEducation  universities  managerialism  performance  management  DochertyThomas  morality  ethics  responsibility  teaching  TEF 
february 2016 by petej
Why We Should Fear University, Inc. - The New York Times
"I wish that committed student activists would recognize that the administrators who run their universities, no matter how convenient a recipient of their appeals, are not their friends. I want these bright, passionate students to remember that the best legacy of student activism lies in shaking up administrators, not in making appeals to them. At its worst, this tendency results in something like collusion between activists and administrators."
USA  education  higherEducation  universities  administration  managerialism  corporatism  bureaucracy  surveillance  activism  politics 
january 2016 by petej
Improvisation Blog: Big Data, Social Ecology and the Surveillance of Management by the people
"In most institutions since the economic crash, austerity has resulted in the ramping up of ‘mutual information’ and the elimination of flexibility. My own institution conducted what it called (horribly) a ‘delayering’ exercise, removing autonomy from departments and concentrating power at the top. The tests of health are simple. How many times do senior managers say “no” to the ideas of junior staff? How many times do they refuse resourcing or funding requests? How many times do they say “yes” to their own ideas? How many times do they say “no” to their own ideas? And my favourite: How many times do people throughout the institution utter (for whatever reason) “What the Fuck?!” to things that happen per week? The WTF count is very reliable: it seems to be quite high where I am!


If we use our data right, we can ask these questions. We can demand from our managers that they act as proper custodians of educational ecologies, and not as the self-important 'CEOs' that only hubris and covetousness delude them into believing. "
education  bigData  managerialism  control  data  surveillance  ecology  dctagged  dc:creator=JohnsonMark 
november 2014 by petej
The “Older Academic” Trope | Tim Klapdor
"When I made the comment about the “erosion of the soul” it was a about the simple fact that educations contribution to society is the development of knowledge, and knowledge = people. Without people education shifts from being a cultural activity and one that embodies the soul of its community, to something that simply performs an economic function, transactional and ineffectual.

By debating the tropes and feeding the trolls we become distracted from the real issues that are manifest in education – increasing casualisation, insecurity and debt – which point to significant and fundamental problems with how education is measured, funded and recognised."
education  higherEducation  universities  academia  productivity  efficiency  managerialism  age  neoliberalism 
september 2014 by petej
The dream is dead, long live the dream | The Smart Casual
"It wasn’t that the move was a big deal in and of itself, it’s more like death by a thousand pin pricks. Yeah having to move offices with one day’s notice was inconvenient. Yeah having someone come into your office on the ONE FREAKING DAY you’re not on campus and move your things around feels like a violation. Yeah being moved to a space which is wholly inappropriate and without being able to put any input or consultation into that decision-making process was annoying, but it wasn’t really any of those things either. It is the endless fighting that I am sick of. The endless negotiating for resources and wrangling with bureaucracy. A colleague who I whinged (read sobbed to) perfectly captured it when he said to me you get employed to do a job, then you spend all of your time and emotional labour fighting for the resources which would allow you to do that job. You spend so much time fighting for those resources that you don’t have any energy left to do the job you have been employed to do."
education  higherEducation  universities  academia  work  labour  flexibility  workplace  alienation  managerialism 
may 2014 by petej
FOCUS: MANAGERIALISM, DEMOCRACY AND THE NEW POLITICAL ECONOMY OF ENGLISH HIGHER EDUCATION | Discover Society
"Universities are traditionally non-market institutions. They have grown up with governance structures more suited to ensuring the equitable distribution of public money across their range of objects, such as the advancement and dissemination of knowledge. This is instantiated in charitable status, which requires that the institution only pursue public goods.

This is the major faultline in the coming years. The mindset of policy champions, politicians and executives revolves around entrepreneurship, social enterprise, knowledge transfer and exports, where revenue generation is primary (particularly if run through joint ventures where equity investors must be compensated). We are constantly reminded of the role of universities in local economics, industrial policy and macroeconomic growth: 600,000+ jobs, more than £5.3 billion in exports and an overall output in the region of £60billion.

But pushing towards business is not just one component of privatisation: it leads away from charitable status.

This is the acid test for what is meant by ‘institutional autonomy’. We are used to it indicating freedom from direct political interference; it is increasingly used by senior management to mean the freedom to act like a profit-led company."
education  higherEducation  universities  marketisation  governance  administration  managerialism  notForProfit  business 
april 2014 by petej
Improvisation Blog: Knowledge Economy and Universities: Convenient Fiction?
"The academic world seems to demand greater noisiness, greater attention-seeking (but often thoughtless) publications, greater attention to bureaucratic targets (which never make sense), and increasing constraints on the capacity for teachers to do the right thing in their teaching with the students that they have. And for students, the constraints are ramping up: fees are just the start; but nobody told them about the regulations which they will fall foul of at some point, or the fact that an increasing proportion of their money will contribute towards inflated managerial salaries and grandiose development projects which they themselves will not see the benefits of."
education  higherEducation  universities  economics  politics  crisis  knowledgeEconomy  RAE  performance  managerialism  IT  informationTechnology  technology  dctagged  dc:creator=JohnsonMark 
january 2014 by petej
Improvisation Blog: Higher Education and the "Why Bolton?" Question
"This has been a horrible year in HE. It has been a year of rampant managerialism in Universities, where the thinkers have been subjected to a full-blooded assault by non-thinkers. "Thinking is waste - where are your outputs," screams the Research Assessment Exercise; "Don't think, just keep your students on roll," scream managers who (to be fair) find themselves playing ridiculous accounting games which even they know are daft. But people have been desperately frightened. They still are frightened: even when important things happen (deaths in the family are pretty important, for example) they struggle on into a work environment which they are barely in control of, but which they are terrified of being ejected from (as they have seen so many ejected before them)."
education  higherEducation  universities  academia  RAE  managerialism  performance  precarity  dctagged  dc:creator=JohnsonMark 
january 2014 by petej

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