Fusing theories from political science, management and linguistics, Dannreuther and Perren assert that the idea of the small firm is an important discursive resource used by political actors to legitimise their actions, influence their citizens and help sustain regimes of accumulation. On top of this, the authors also empirically test their claims against 200 years of UK parliamentary debate, from the Industrial Revolution to the Blair government.
For many, small firms are everyday realities of the economy and visible in every high-street and industrial estate. Their existence and importance is unquestionable. Such beliefs are understandable, but the authors of this new book would suggest they are misguided. The Political Economy of the Small Firm challenges the assumptions regarding small firms that pervade society and political representation. Small firms are not organised into a homogenous sector that has a clear constituency or political influence. In fact, the small firm is shown to be an inconstant political construct that is discursively ethereal and vulnerable to political exploitation. Fusing theories from political science, management and linguistics, Dannreuther and Perren assert that the idea of the small firm is an important discursive resource used by political actors to legitimise their actions, influence their citizens and help sustain regimes of accumulation. On top of this, the authors also empirically test their claims against 200 years of UK parliamentary debate, from the Industrial Revolution to the Blair government. The political construction of the small firm is shown not only to provide rhetorical mechanisms to maintain periods of capitalist accumulation, but also to increase the relative autonomy of the state and to centralise power to elite politicians. For a period of 150 years up to the 1970s, the small firm was an unexplored presence, below the political radar and resonant with poor working standards and extreme forms of competition. During the so-called Fordist period from the 1930s, the small firm was seen as the dirty, out-dated, contrast to the clean, modern future represented by mass production and corporations. The perceived failure of Fordism led to the invention of the small firm and its presentation as an ideal political construct. By fabricating assertions of what small firms are and what they want, frequently out of conjecture, the authors of this book show how political elites have been able to advocate radical reformist agendas since the 1970s in the name of a phantom constituency.
Business change means accountants will have to adapt and learn new skills. Reports concerned with the internal organisation based on the past are no longer enough. You need to apply your skills to the business environment and be part of the strategic planning process.The Strategic Accountant will give you the knowledge you need to make the transition. Intelligent, stimulating and concisely written. Adapt your skills and remain in demand.
Corporate governance is under the media spotlight, with the Hempel and Cadbury reports attracting headline news. As a result, there is now even more pressure on company boards to govern impeccably. The appointment of NEDs is a key strategic decision which will hopefully bring competent management and independent policing to the board. So its correct execution is vital. This broad new report avoids rhetoric and provides a balanced account of how NED's may help or hinder a company. Contents include: What is a NED? Why are NEDs suddenly so important? What are the potential benefits and drawbacks? Recruiting and inducting NEDs NED role conflict and managing expectations The NED on the board and its sub-committees
Organisations need to be healthy so they can adapt to the pressures of global competition, technological innovation and increasing expectations from all stakeholders. Some bits of your organisation may be thriving and require no attention, while other parts may need radical surgery.This briefing provides you with a powerful diagnostic tool kit which will help you discriminate between different parts of your organisation and apply appropriate treatments. It proposes a comprehensive approach which explores the people and systems within your organisation. The condition of both aspects is vital for long-term health.Contents include:--Diagnosing organisational health-People diagnosis-Systems diagnosis tools-Organisational prognosis or post- mortem?-Treatment-Rehabilitation after operational surgery-Prevention of future illness-Appendix A: Attitude survey-Appendix B: Data source for external and industry analysis
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