Simon Caulkin

A position where the economy is managed not to promote enterprise but to keep the whirlpool of speculation turning is beyond serious and becoming surreal.

THE BRITISH are passionate about their sport. Yet the place sport occupies in the nation’s heart is almost comically unmatched by the place it occupies in the national brain.

While computers are wonderful at some things, they are hopeless at others. It is telling that although they can out-compute humans at chess, they lose at poker.

MORE THAN half of all UK employees – 52 per cent – are now subject to computer surveillance at work, according to research from the Economic and Social Research Council’s ‘Future of Work’ programme. That’s a remarkable figure, and it has led to a sharp in

LET’S START 2008 with a tribute to those without whom this column could not exist – you.

An economy without organisations would be unbearably coercive, while an economy without markets would be unbearably bureaucratic.

Ideas about about managing knowledge are too often stuck in the dark age.

The most commonly experienced management styles in the UK are bureaucratic, reactive and authoritarian

SO FAR the credit crunch has only affected the UK financial sector. But as the squeeze tightens and the ripples spread, there is likely to be a sharp rise in corporate failures among companies in the wider economy whose management shortcomings have been d

The TOyota Production System is probably the most influential manufacturing model since Henry Ford’s moving assembly line of the early 1900s.