The Omen

Released in 1976, The Omen reflects the pessimism in America in the wake of the OPEC gas shortage and President Nixon’s Watergate cover-up, both of which having occurred within easy memory of the two notable assassinations in 1968. Additionally, the drug culture had come out in the open in the anti-Vietnam War hippie sub-culture, and the sexual revolution, which arguably set the stage for the spread of AIDS beginning in the next decade, was well underway, both of which undoubtedly gave evangelical, socially-conservative Christians the sense that it would not be long until everything literally goes to hell. The film provides prophesy-fulfillment of a birth-narrative (i.e., myth) and a supernatural personality known biblically as the anti-Christ, who as an adult will set man against man until our species is zerstört. It is as if matter (the Christ) and anti-matter (the anti-Christ) finally cancel each other out at the end of time. Economically during the 1970s, inflation and unemployment were giving at least some consumers and laborers the sense of being in a jet trapped in a vertical, free-fall dive of stagflation that not even fiscal and/or monetary policy could divert. The pessimistic mood was captured in another way in another film, Earthquake (1974), in which a natural disaster plays off the mood of utter futility throughout the decade. It is no wonder that Ronald Reagan’s “Morning in America” resonated so much as a presidential-campaign slogan in 1979 as Jimmy Carter was mired in micro-management inside the White House.  The optimism of a resurgence in political energy overcame the decade’s sense of pessimism. That Damien, the anti-Christ in The Omen, survives the attempt on his life by Robert Thorn, his adoptive father resonates with that pessimism. Satan’s plan is still “game on” as the film ends, and this ending fits the mood in America during the decade. With this historical context contemporaneous with the film laid out, a very practical, manifestation of evil subtly depicted in the film and yet easily recognized by customers frustrated with corrupt and inept management of incompetent employees will be described in the context of pessimism from utter frustration. Such frustration survived the squalid decade of the 1970s at least decades into the next century.

The full essay is at "The Omen."

 

Deflating Bloated Self-Entitlement in Retail: Barnes and Noble at Yale

Atrocious human-resources management, even regarding in-store employees of a sub-contractor, can easily be understood to detract from repeat customers; a refusal to hold such employees accountable can be a reflection of a sordid managerial attitude towards customers, especially in relation to employees. In cases in which the refusal is explicitly stated to an already-offended customer, the slogan, “adds insult to injury” is applicable, with disastrous effects in terms of repeat business, and thus revenue. That management is in some cases so bad reflects on the primitive condition of the “science” of management in business schools. That a case in point occurred in Yale’s (Barnes and Noble) bookstore, not far from Yale’s School of Management, suggests the sheer distance between the “science” and practice of management.

The full essay is at "Bloated Self-Entitlement in Retail."

Eight Good Behaviors of Managers: Googled by Google

In early 2009 at Google, "statisticians . . . embarked on a plan code-named Project Oxygen. The 'people analytics' teams at the company produced what might be called the Eight Habits of Highly Effective Google Managers. 'My first reaction was, that’s it?' says Laszlo Bock, Google’s vice president . . .  for human resources. 'The starting point was that our best managers have teams that perform better, are retained better, are happier — they do everything better,' Mr. Bock says. 'So the biggest controllable factor that we could see was the quality of the manager, and how they sort of made things happen. The question we then asked was: What if every manager was that good? And then you start saying: Well, what makes them that good? And how do you do it?' He tells the story of one manager whose employees seemed to despise him. He was driving them too hard. They found him bossy, arrogant, political, secretive. They wanted to quit his team. 'He’s brilliant, but he did everything wrong when it came to leading a team,' Mr. Bock recalls. Because of that heavy hand, this manager was denied a promotion he wanted, and was told that his style was the reason. But Google gave him one-on-one coaching — the company has coaches on staff, rather than hiring from the outside. Six months later, team members were grudgingly acknowledging in surveys that the manager had improved." (1)

The full essay is at "Good Behaviors of Managers."

1. Adam Bryant, "Google's Quest to Build a Better Boss," The New York Times, March 12, 2011.

When an Unethical Corporate Culture Becomes Dangerous in a Primitive U.S. State: Uber’s Self-Driving Cars in Arizona

A company with a horrendous reputation for having an unethical, and harsh, company culture is likely to be attracted to places in which lax regulatory oversight exists. A governmental view that regulations should be minimized dovetails with such a company. The two are a match, though not exactly made in heaven. The nexus can be situated closer to the ground, in a desert in North America, in Arizona in particular. In the case of Uber, which was testing its self-driving cars there in 2018, the flashpoint came in March, when such a car hit a pedestrian who was crossing a street without a sustained sidewalk. Suddenly society took another look, a much more hesitant look, at self-driving technology. Missed, however, was the nexus between Uber’s squalid culture/mentality and Arizona—the culpability of both having led to a perfect storm.

The full essay is at "Uber in Arizona: A Perfect Storm"

Hierarchy Hampered Down in American Business

Without going into either the labor or management camp, a person can viably critique the operation of hierarchy itself in business organizations. The notion is typically associated with the concentration of power at “the top,” rather than the relation of middle-level managers to “retail” managers and their subordinates. Efficiency of power at a corporate headquarters does not necessarily translate into “downward” efficiency at the level of middle management. I submit that precisely this efficiency is rather severely compromised in American business.

The full essay is at "Hierarchy Hampered."