No Thanks

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  1. no thanks | meaning of no thanks in Longman Dictionary of Contemporary English | LDOCE
  2. no thanks to (someone or something)
  3. No Thanks! (game)
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no thanks | meaning of no thanks in Longman Dictionary of Contemporary English | LDOCE

Peter Klein. Brought to you by Curio , an Aeon partner. Edited by Sam Haselby. Management thinking is notoriously faddish. One week, the gurus, star CEOs, pundits and professors are talking about downsizing as the solution to corporate bureaucracy and inefficiency. The next week, the bandwagon has moved on to knowledge-management.

Then to empowerment. And so on — sometimes in cycles, such that old ideas are revived, dressed up and resold to a gullible audience. But fads matter. Often they capture real tendencies and point towards meaningful solutions. Total quality management TQM , for example, was the hot fad of the early s, but it contained real value. It was popular because many manufacturing firms had overemphasised scale and cost-reduction at the expense of product quality.

no thanks to (someone or something)

TQM suggested that maintaining a higher and more consistent level of quality across all company operations was better for long-term performance. Companies and consumers benefited as waste was reduced, and product and service quality increased. Other management fads are more questionable.

ПОРЕДНАТА ХОРДИЧКА - Days Gone #35

For instance, critics have argued that the downsizing craze of the s hollowed US corporations and made them less innovative. Just-in-time inventory control, pioneered by Toyota, might not work for every company. But proponents of the bossless company have other arguments. It seems obvious, they argue, that the 20th-century factory or office with its army of worker-drones is being replaced by flatter organisations, peer-to-peer networks, platforms, extreme decentralisation, worker empowerment, independent contracting, entrepreneurship, and other forms of worker-led democracy.

Transactions between firms or between workers can be handled seamlessly through electronic interfaces and managed by the blockchain. Advanced technologies promise real-time access to coworkers anywhere and to all information relevant to the task at hand.

No Thanks! (game)

Coordination can be handled by employees through lateral consultation with coworkers, and firms can cooperate through electronic means. Why, then, do we need managers?

Such arguments and claims, in turn, lead to predictions that all companies will one day be organised like the game developer Valve and the online retailer Zappos — the current poster-firms of the bossless company narrative the software-hosting service GitHub used to be among them but recently abandoned the model. Companies will still exist as formal legal entities but they will be flat, not pyramidal. Making everyone a chief is a good place to start.

This narrative is not entirely novel. These experiments garnered strong media attention, and were pushed by US business gurus such as Tom Peters, but were generally seen as outliers and oddities. Not anymore. The bossless-company narrative shows up with a very high and increasing frequency in the business press, popular management writing, pop-sociology and so on, usually exemplified by companies such as the California-based agribusiness Morning Star and the Swedish music-streaming platform Spotify.

Consultants push practices such as Holacracy that concentrate decision making in self-managing teams as replacements for top-down design, hierarchy and managerial authority.

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The Holacracy model has mainly been adopted by small and medium-sized companies, but a few larger ones, such as Zappos and the digital bank Tochka in Russia, experiment with it. Meanwhile, Agile, an approach that emphasises cooperation among self-organising, cross-functional teams, has been implemented by Barclays, Ericsson, Microsoft, Google and Spotify, while the US internet retailer Overstock uses internal voting systems to decide company priorities. In other words, the new narrative on firm organisation is not irrelevant academic discussion or fluffy consultant talk with no serious implications for business.

On the contrary, these are ideas that truly matter — and they are already reshaping business.


  1. Thanks But No Thanks.
  2. "FUCKING BRILLIANT." - Foul-mouthed Client.
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  4. Debian -- Details of package dbconfig-no-thanks in sid.

T his movement is gaining steam for a couple of reasons. First, the bossless-company model arguably captures some tendencies, however inaccurately. Second, it is very much part of the 21st-century Zeitgeist in its emphasis on personal development, resilience and fulfilment through empowering employees, and decentralised and democratic decision processes. Please don't use this form to report bugs or request add-on features; this report will be sent to Mozilla and not to the add-on developer. Used by Users 7 Reviews. Tired of newsletter pop-ups? Chat, feedback and contact boxes?

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