Yesterday the author made a wise decison, For a long time to him the permanent wording, polishing and rewording of texts has been a nuisance. What is the point of all that labour? Maybe he has all the qualifications for becoming a superstar. Perhaps he could become a useful member of society at last. This perspective has inspired him to put a communication agency in charge of writing this text.
Whoever doubts the importance of these lines should calm down. The author is only follow the managerial trend: He practices ousourcing. He thinks globally. At least he follows the same principle by withdrawing to his core competences, which are instructions that are vague enough to give him the chance to reject responsibility on the one hand, but precise enough to refuse paying on the other hand. So outsourcing is the apotheosis of modern divison of labour. Organization sociology calls this principle 'heterarchic'. Instead of installing Big Brother on the executive floor watching even the assembly line worker's slightest grip on the monitor, one intelligently delegates the working process to increasingly independent sections. Some idealists even suppose they have recognized here a more democratic world of employment. There is some truth to it, for meanwhile it seems to have become common consent that narcisstic satisfaction with ordering the trembling subordinate about cannot make up for the disadvantages of constant timid inquiring and making sure. After all we want to be paid for being capable of taking care of everything, not for actually having to do so, do we not? In the long run one would have to fix the assembly line oneself! No, thanks to the interlocked differentiation of the visionary top management and the operative level there is an organisational degree of autonomy which would have alarmed the traditional company founders of the 19th century, suspecting the Spectre of Communism. Not to mention that this division of tasks has spread from within the factories. External processing contributes to production. Time organization increases. Instead of simply manufacturing a product step by step, the processings are parcelled out. Production in the true sense of the word has shifted to coordinating the scattered activities.
This kind of strategy faciltates things only at first sight. As organization theory informs us, the necessity of communicating increases with each division. Reducing complexity means increasing it. Or the other way round. Where once the one and only big shot ruled, now a variety of contacts, disponents, temps disport themselves. And it lies within the logic of division each plot has its special need of information, so that the number of misunderstandings and hectic telephone calls and e-mails rapidly grows. As if that was not enough, there is no reason for an outsorcing company not to outsource itself.
The spreading 'commissionitis' is another example; governmental parties like taking resort to it when things get a little ticklish. What is left aside too often is that external observators can be consulted, but that the recommendments must be intrnally put into practice. For a lean administration, administrative offices are required. In the end the loser will be the one who is the last link of the outsourcing chain.
That is why the communication agency the author has consulted has recollected its core competences, too and will restrict itself to offering electrifying ideas. Wording in turn will be delegated to 26 more outsourcing companies, letter-wise, to be more precise. Their concrete distribution will be executed by another company. Thanks to the legal advisor (who has been outsourced, too) even the smaller participants in the market will be given an adequate opportunity, which means that more rare, quite exquisite letters will be in a psychologically satisfying way being in keeping with usual requirements will be taken into account.
Finally one more piece of advice: The reception of a text can be delegated to specialized eyes and brains, too.
Whoever doubts the importance of these lines should calm down. The author is only follow the managerial trend: He practices ousourcing. He thinks globally. At least he follows the same principle by withdrawing to his core competences, which are instructions that are vague enough to give him the chance to reject responsibility on the one hand, but precise enough to refuse paying on the other hand. So outsourcing is the apotheosis of modern divison of labour. Organization sociology calls this principle 'heterarchic'. Instead of installing Big Brother on the executive floor watching even the assembly line worker's slightest grip on the monitor, one intelligently delegates the working process to increasingly independent sections. Some idealists even suppose they have recognized here a more democratic world of employment. There is some truth to it, for meanwhile it seems to have become common consent that narcisstic satisfaction with ordering the trembling subordinate about cannot make up for the disadvantages of constant timid inquiring and making sure. After all we want to be paid for being capable of taking care of everything, not for actually having to do so, do we not? In the long run one would have to fix the assembly line oneself! No, thanks to the interlocked differentiation of the visionary top management and the operative level there is an organisational degree of autonomy which would have alarmed the traditional company founders of the 19th century, suspecting the Spectre of Communism. Not to mention that this division of tasks has spread from within the factories. External processing contributes to production. Time organization increases. Instead of simply manufacturing a product step by step, the processings are parcelled out. Production in the true sense of the word has shifted to coordinating the scattered activities.
This kind of strategy faciltates things only at first sight. As organization theory informs us, the necessity of communicating increases with each division. Reducing complexity means increasing it. Or the other way round. Where once the one and only big shot ruled, now a variety of contacts, disponents, temps disport themselves. And it lies within the logic of division each plot has its special need of information, so that the number of misunderstandings and hectic telephone calls and e-mails rapidly grows. As if that was not enough, there is no reason for an outsorcing company not to outsource itself.
The spreading 'commissionitis' is another example; governmental parties like taking resort to it when things get a little ticklish. What is left aside too often is that external observators can be consulted, but that the recommendments must be intrnally put into practice. For a lean administration, administrative offices are required. In the end the loser will be the one who is the last link of the outsourcing chain.
That is why the communication agency the author has consulted has recollected its core competences, too and will restrict itself to offering electrifying ideas. Wording in turn will be delegated to 26 more outsourcing companies, letter-wise, to be more precise. Their concrete distribution will be executed by another company. Thanks to the legal advisor (who has been outsourced, too) even the smaller participants in the market will be given an adequate opportunity, which means that more rare, quite exquisite letters will be in a psychologically satisfying way being in keeping with usual requirements will be taken into account.
Finally one more piece of advice: The reception of a text can be delegated to specialized eyes and brains, too.
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