Write-Up Assignment Week 2

錢華妮 B10704056

(1) Bad Management Theories Are Destroying Good Management Practices

In the initial section of the article, the author raises a valid point regarding the perception of certain
management theories as “bad” due to the alleged impracticality in “real-world” business contexts. While
acknowledging the importance of understanding and navigating the business process, I would argue that
labeling these theories as inherently “bad” might oversimplify the intended purpose. For instance, my own
experience with business management projects has demonstrated how these management theories can
enhance comprehension in business execution. On the other hand, the author also raises an issue regarding
individuals lacking business school exposure who might make suboptimal management decisions, possibly
influenced by the pressure to legitimize actions that align with shareholder interest, which highlights the
role of human intention in decision-making as well.
Moreover, the article emphasizes on the current prevalence of causal and functional management theories,
which often exclude ethics and morality. The pursuit of maximizing shareholder value is identified as a key
purpose of management, potentially contributing to undesirable outcomes when stakeholders face
conflicting choices. I agree that the “agency theory” is rightly implicated as a root cause of these
unfavorable management practices. The author also questions whether Friedman's management “liberalism”
theory, emphasizing freedom and individualism, which I believe indirectly leads to undesirable practices
due to its influence on individuals within management disciplines, as seen in Enron’s financial fraud.
However, there’s also a challenge to the social and moral responsibility of social scientists underscoring the
potential consequences of misaligned theories and the need for ethical considerations.
Furthermore, the authors note two significant trends that contributed to the development of what is
described in the article as “bad” theory. First, there is a growing trend that consistent with an emphasis on
causal and functional management theories, where narrow versions of positivism and simplistic scientific
methods limit the scope of management theory. Second, an ideology focused on controlling the impacts of
human imperfection is highlighted, which has the potential to foster a pessimistic view of management
practices, despite the balance that is essential to developing sustainable management practices. The
importance of developing systematic theories in management is also strongly emphasized, warning against
neglecting these efforts and emphasizing the need for theories to picturize and explain effectively.
Moving forward, the article critiques the potential facade of knowledge created in the pursuit of making
business studies a science, which is not a good sign. The suggestion to involve business school governors
to be more active in aligning external goals with internal decisions resonates, although the article's critique
of ineffective governing boards raises concerns about the practicality of this proposal. The call for
companies, managers, alumni, and corporate leaders to influence the direction of business studies aligns
with the idea of collective responsibility. I would like to say that either agreement or disagreement depends
on individual perspectives. Some might agree, some might not. There are concerns about the practicality of
this proposal due to ineffective governing boards may lead to skepticism. I believe that others also may
question the extent to which these external individuals should influence academic decisions.
 (2) Managers, Not MBAs
The article begins with an American businessman, Joseph Wharton, criticizing “learning by doing,” a
statement that is at odds with Stanford and Harvard's approach to business schools. I think this is quite
humorous, because both opposing perspectives have their respective advantages. I think “learning by doing”
is important to life itself, where unpredictable future scenarios provide valuable lessons. Likewise, in the
business world, unexpected challenges provide opportunities for logical problem solving and experiential
learning. Although various theories underlie our business, the crucial aspect lies in solving problems with
a realistic approach.
This leads to the critical question: Do MBAs, enriched with knowledge in areas such as marketing, finance,
and business, perhaps lack essential managerial skills? Or, perhaps those MBAs have misunderstood the
perception of “management”. There is a longstanding notion of an ironic, “management by analysis,” is
emphasized, underscoring how MBA programs have to overanalyze problems and compartmentalize
various aspects of the business. I agree of the author notes that management should be carried out
comprehensively, requiring a holistic approach that integrates multifaceted settings. Even as an
undergraduate, I acknowledge my exposure to finance, accounting, marketing, and business strategy will
not be useful and impactful if cannot be combined when necessary. Furthermore, there is a necessity for
soft skills in management, emphasizing their limited comprehensive understanding within the classroom
only. The MBAs are encouraged to step beyond the academic confines and implement these skills in the
corporate world. Therefore, I believe that I do not have a definite answer on whether the management
practice in the MBA course will be completely useful for aspiring to navigate the corporate ladder.
There is a surprising finding: managerial roles seem to not always demand an MBA degree, while the
investment banking and consulting sectors seem to be a better fit. The reason lies in the specialized
knowledge that is often required in these sectors, while their management skills may not require such
specialized knowledge. On the other hand, one of my colleagues has a counter-argument that an MBA
degree can be essential, especially for executive roles such as CEO or department head. This viewpoint
implies that pursuing an MBA may be more meaningful with real-world work experience.

(3) The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers
In the preface, this article begins with an acknowledgment of the intricate nature of achieving success in
the business realm, particularly in the face of global competition and rapidly advancing technological
sophistication. This recognition notes the challenges inherent in seeking quick and simplistic solutions
within the complexities of business growth. At the same time, the alliance formed between busy managers
and consultants providing solutions, appears, at first glance, to be mutually beneficial. However, it is
encouraged to the managers that this wishful thinking for oversimplified answers might distort the true
understanding of company performance.
There is a crucial emphasis on the need for managers to cultivate discernment and wisdom, which involve
the ability to differentiate between oversimplified solutions and seemingly attractive yet flawed approaches
when assessing company performance. Perhaps, opting for quick and easy solutions may not always yield
optimal long-term results, cautioning against being solely blinded by workplace pressures. Drawing an
instance from the Lego Company’s strategy, which lived off the spin-off merchandise sales over a short
period and led to an adverse impact on company performance. Focusing solely on short-term profits, it
advocates a “return to basic,” refocusing on the products they have best known for. This approach, it
suggests, is applicable in business thinking. When encountering challenges, addressing the “core” problem
is advocated as the best solution to prevent any enduring negative effects on the company's performance.
Furthermore, Lego also received wise perspectives from other industry experts: Lego has to remember its
heritage; listen to customers; be innovative; focus on the key issues for long-term success; and go for
evolution, not revolution.
In conclusion, this article highlights that simple, easy, and short-term solutions will be insufficient, and
perhaps even lead to a worse downturn. Therefore, what leads to high performance with no such solutions?
It's hard to say for sure. The intricate nature of the business world makes it challenging to pinpoint absolute
answers. The phrase, “try and see” is proposed as a practical method to navigating the complexities of the
business landscape. On the other hand, treating business as science experiments is considered dangerous,
due to the potentially fatal consequences for even a minor mistake, especially when opportunities for
corrections are limited. It also questions the abstract nature of suggestions from business stories around the
world, which has the unique nature of each scenario and led to the impracticality of applying scenarios from
one business to others. For example, I draw an example between H&M and Berskha, which both are fast
fashion businesses with distinct approaches, which implies a recognition that there are no one-size-fits-all
predictors and solutions in the business.

(4) The Witch Doctor: Making Sense of Management Gurus

Management gurus have a long history, but the evolving dynamics of the world as well as the massive
change in business have given to a new problem—a paradox that turns out to be unreliable. The assertion
even modern management theory is no better than tribal medicine, portraying management gurus as “con
artists” or opportunistic individuals capitalizing on business people's anxieties, makes sense to me. There
is a rational aspect to this perspective. Despite the claim that management is the result of implementing
common sense and logic, the ongoing skepticism arises from the lack of tangible results in management
theory. Furthermore, there are allegations that these gurus are overly dependent on ongoing trends, often
predicting a future that is already unfolding, rather than offering solutions with lasting effects. Such
suspicion might stem from the perception of management gurus being profit-oriented.
However, questioning whether the foundation of management theory is merely “common sense,” leads to
the realization that those seeking consultation from the management gurus are not necessarily lacking in
thinking. This intriguing method of selling management ideas or theories, such as the establishment of
business schools in the later of 1900, especially the increasing popularity of MBAs, and the niche sectors
such as business gurus focusing on lucrative book writing. A saying comes to mind, “There are 1001 ways
to make money,” reflects the multifaceted ways in which profit is derived from emerging management
theories in our dynamic business world.
In the management industry, the vitality of management theory as the foundation should be acknowledged.
However, many new management theory ideas discovered are not shared freely but rather sold. At the same
time, business consulting has become massive, with sellers competing fiercely in gaining profitability.
Interestingly, the article highlights that the “common sense practices” are the biggest selling point in
management gurus’ books. On the other hand, the managers, despite facing an uncertain future, tend to
apply management theory concept ideas in the market that always known for its instability. Well, it is very
questionable—how can these theories be effective in an unpredictable market? It appears that the
management gurus might be intentionally confusing the public, emphasizing the encouragement of applying
inconsistent theories in an inherently unstable market.
 (5) IB Curriculum at University of South Carolina
The curriculum design of NTU is designed heavily towards the International Extension School model. The
course design is compartmentalized into different sections such as finance, marketing, accounting, and
business strategy. The learning journey appears that the university intentionally guides students towards
establishing a comprehensive understanding of the business functions first, which have the involvement of
theories, concepts, and methodologies, and gaining insights with such courses: Financial Management,
Marketing Management, Accounting, Statistics, and others. The next step followed by its extension
approaches to the international arena, essentially adapting domestic activities for a global context with such
courses: International Financial Management, Global Brand Management, and many more.
There are some distinctions that emerge between the IB curriculum between NTU and South Carolina
University. Apparently, the University of South Carolina implements the Integrated Comprehensive
Approach model; besides the fundamental business course, it is complemented by a variety of courses that
range all levels of society impacted by the IB process. This holistic approach provides a more real-world,
complex comprehension and predictive insight into the business process. On the other hand, while NTU
has been actively developing its international extension model courses, it seems there is a gap in
acknowledging the aspect of social interactions in the ongoing business process. Collaborating with such
exposure, perhaps could enhance NTU’s IB curriculum by offering students a more complete understanding
of the society and business sectors.