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Preface.
About the author.
Introduction.
Chapter 1. Profit is not a dirty word but value is much cleaner.
Is profit the best way to allocate scarce resources?
Profit can be a very emotive word.
The Microsoft Paradox.
Not-for-profit? Does that mean not-for-value?
Profit is an increasingly unpopular king.
Chapter 2. Value - a very slippery word indeed.
Defining value.
A working definition of value.
Basic Value.
Moving on to added value.
Private equity partners - value adders or asset strippers?
The value motive already exists..
Value as a distillation process.
Declaring value in a public statement.
The Value Agenda.
A value statement for a commercial company.
A value statement for a public sector organization.
‘Intangibles’ confuse the issue of added value.
Chapter 3. This powerful, motive force we call value.
Harnessing the power of motive.
Value means output, not input.
Defining value as an economic system.
Does the capitalist system deliver the best value?
When we say value we should really mean it.
A holistic, value system for everyone.
Chapter 4. Value has to be the raison d’être for every type of organization.
All value is good.
Value is the raison d’être of all organizations.
Corporate social responsibility (CSR) and the ‘triple’ bottom line.
Social enterprise.
Is the public sector an obsolete construct?
Chapter 5. Organizational performance measurement has to measure value.
Turning human activity into value.
The advent of the scorecard.
TheEFQM business excellence model.
Agreeing value priorities using the 3 Box System.
The gulf between performance measurement theory and practice.
Activity, performance and added value measures.
Taking a fresh perspective on the purpose of performance measurement.
Measuring and managing ‘intangibles’.
E-valu-ation.
Chapter 6. Value is essentially a people thing.
A fresh approach to people management.
Measuring the value of people.
De-bunking the employee-customer-profit chain theory.
Replacing performance management with value management.
Managing value holistically.
Valuing people ?intangibles?
Chapter 7. The people measurement ‘box’.
Only meaningful measures count.
People measurement is a really serious matter.
Does diversity add value?
Human capital management, a revolution in management thinking.
People - are they personnel, human resources, assets or capital?
Human capital measures and indicators of value.
Chapter 8. How the value motive could upstage the profit king.
The value motive is leadership.
The politicians definition of value.
The first, second and third sectors have to become one.
Value special cases and dead losses.
Value management education.
Auditing the value motive.
A new management discipline - valuing the human contribution.
Index.
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Richard Glenister
reviewed The Value Motive: The only alternative to the profit motive on December 23, 2012
The Value Motive: The only alternative to the profit motive
This was a lecture that Russell wrote during the first world war, and thus, contained vital tokens of his political thought along with romantic language he used to encourage. I chose to read this because I am endlessly interested in Russell's critique of BOTH ideologies of conservatism and socialism. In these pages, one can find Russell's explicit denunciation of capitalism and the wage system (as he calls for it to be abolished) as well as his complete disregard for any form social organization resembling anarchy. He makes sweeping phycological observations about human nature (narrowing our desires down as humans to either Possessive vs. Creative) as well as unsubstantiated sociological observations about human interactions. Russell also does not find time to punctuate which institutions he feels are necessary or which aren't which could contribute effectively to his argument. As a statist and a liberal, Russell does little to add to contemporary thought regarding social democracy or welfare state promotion and instead perpetuates thinking along the lines of John Locke and Wilhelm Von Humboldt. The only difference, and its the reason why I love to read anything Russell wrote, is that he uses such beautiful, hopeful language for his visions of a future society. In short but poignant sections, he always finds conclusive sentences to mark this eloquent departure:
"There can be no final goal for human institutions; the best are those that most encourage progress toward others still better. Without effort and change, human life cannot remain good. It is not a finished Utopia that we ought to desire, but a world where imagination and hope are alive and active" (17).
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