07 September 2005
MBA Government
I'm not going to trash the university graduate schools around the country, but the degree from them "Master of Business Administration (MBA)," the Bush II administration fits the MBA paradigm for organizational process, authority, executive leadership and external relations--and accountability. Think about it. W's credentials for the Presidency mirror those of the family-owned corporation: his entrepreneurial skills tanked a start-up in petroleum, yet he made money selling his assets in same. With those profits, Dubya bought into the partnership that owned the professional baseball team, The Texas Rangers in Dallas. I don't recall any significant leadership coming out of that partnership because the owners of professional teams hire general managers to run things. This passive ownership role only contributed oversight skills, at the most, as a partner. This experience could have opened up a career in directorships on boards of directors. Note that there is no personal accountability for directors and for non-managing partners. Insurance removes exposure to liability. The governorship of Texas doesn't count for much, because it's not a full-time job. The legislature budgets on a 2-year basis, plus only meets half-time because they only get paid for the days they are in session. It would be easy to be governor from, say, the Johnson Ranch or the Crawford farm, when secretaries and department managers can handle the routine stuff. They'll let the governor know if he's needed.
Is this why W goes to his Crawford farm so often? [By the way, ranches in Texas are measured by sections, not acres.]
The staffing of the Bush II Administration primarily included managers and staff persons, not CEO or COO roles. Dick Cheney is a notable exception and his corporate experience most likely led to his role of Chief Operating Officer--the day-to-day boss, the controller of business affairs--or, of the Cabinet members and their departments of government. The CEO sets the corporate direction, the vision by which the COO and all operating departments pursue irrespective of function or purpose.
The CEO/COO office delegates authority to the Cabinet which, in turn, delegate limited authority to the several Administration departments--including the military. Typically, accountability for errors, unsuccessful implementation, renegade or whistle-blower sanctions begin at the lowest levels not at the top. The hierarchical nature of delegation of authority allows the senior officers to be insulated from raw information and accountability for failures.
Thus the surprised reactions to 9/11,to the extent of Iraqi resistance forces during US occupation and, currently, hurricane Katrina's power and devastation could come from a corporate thought paradigm which trusts in the functioning of subordinate managers. As noted above, raw information input rarely goes to the CEO/COO unfiltered. That's what staff is for. Further, any failures should be handled as far down in the management structure as possible.
So, it would seem that incompetence in one or two of the departments could have kept W from knowing the extent of damage caused by Katrina. Incompetence at FEMA and Homeland Security seem to be the prime examples, yet will their heads roll? "Good job, Brownie," said W. It's important for the CEO to support his subordinates in tough times.
Then there can be deceit and irregularities going on to which the CEO would be blind. Just ask Ken Lay. How would W know what Karl Rowe is doing, what internecine deals are being blessed or fostered by Cheney and Rowe? Where were they last week? Who's running the wars in Iraq and Afghanistan? Probably Cheney because his vested interests lie in that region, not New Orleans or Mississippi.
Too bad the Board only meets every four years.
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Is this why W goes to his Crawford farm so often? [By the way, ranches in Texas are measured by sections, not acres.]
The staffing of the Bush II Administration primarily included managers and staff persons, not CEO or COO roles. Dick Cheney is a notable exception and his corporate experience most likely led to his role of Chief Operating Officer--the day-to-day boss, the controller of business affairs--or, of the Cabinet members and their departments of government. The CEO sets the corporate direction, the vision by which the COO and all operating departments pursue irrespective of function or purpose.
The CEO/COO office delegates authority to the Cabinet which, in turn, delegate limited authority to the several Administration departments--including the military. Typically, accountability for errors, unsuccessful implementation, renegade or whistle-blower sanctions begin at the lowest levels not at the top. The hierarchical nature of delegation of authority allows the senior officers to be insulated from raw information and accountability for failures.
Thus the surprised reactions to 9/11,to the extent of Iraqi resistance forces during US occupation and, currently, hurricane Katrina's power and devastation could come from a corporate thought paradigm which trusts in the functioning of subordinate managers. As noted above, raw information input rarely goes to the CEO/COO unfiltered. That's what staff is for. Further, any failures should be handled as far down in the management structure as possible.
So, it would seem that incompetence in one or two of the departments could have kept W from knowing the extent of damage caused by Katrina. Incompetence at FEMA and Homeland Security seem to be the prime examples, yet will their heads roll? "Good job, Brownie," said W. It's important for the CEO to support his subordinates in tough times.
Then there can be deceit and irregularities going on to which the CEO would be blind. Just ask Ken Lay. How would W know what Karl Rowe is doing, what internecine deals are being blessed or fostered by Cheney and Rowe? Where were they last week? Who's running the wars in Iraq and Afghanistan? Probably Cheney because his vested interests lie in that region, not New Orleans or Mississippi.
Too bad the Board only meets every four years.
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