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“Managerial Education: A Economics Perspective” by R. Gibbons Two provocative remarks

This article explores the complexity of organizational economics and its implications for managerial education. It highlights the need for interdisciplinary interactions and cautions against excessive specialization. It also questions whether the current approach to managerial education in France is producing mediocre managers.

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“Managerial Education: A Economics Perspective” by R. Gibbons Two provocative remarks

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  1. “Managerial Education: A Economics Perspective” by R. Gibbons Two provocative remarks Philippe Askenazy CNRS, Paris School of Economics

  2. Management education: a French Problem? • Organizational economics: various subfields (decision-making, boundary of the firm, HR…) that cover the complexity of organizations • Necessary interactions with other economics fields … and other social sciences • Similar for management science • Implication for managerial education: prevent segmentation/too high specialization for building future managers… • … as it is in France ! => mediocre French managers?

  3. The virtualization of organizational concepts. Caveats for “next steps” and managerial education • Example: surveys on workplace organizations • => organizational changes, more autonomy, clusters of practices eg. Autonomy+job rotation+quality norms etc. • => consistent with management textbooks • Is it the reality?

  4. A simple exercise (work in progress with Julien Grenet) • A large survey on organizations and industrial relations with face to face interviews of managers of French establishments • The complete sample confirms the existence of clusters and development of autonomy • Now, we exclude managers that give inconsistent information on workers’ representative of one of the main unions in France; ie. “bad” managers who do not know basic social relations in their firms, or anti-union managers.

  5. A simple exercise Cont’d • => all relations vanish : no cluster, no more autonomy etc. • Interpretation: OE and management education may create “textbook managers” that valid textbook analysis… • Now, surveys and case studies on work conditions suggest that: • New modern management is just more control (and not more real autonomy), more piece-rate payment (and not very sophisticated schemes), more intensity… = very basic methods.

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