Valorism in Management






The original research which led to the creation of Valorist Philosophy was in the field of Business Process Performance Theory.  Taking an abstract approach to the organizational science of Tektology, organizational dynamics were studied within the constraints of human value creation, attachment and structuring. While companies may be attached to certain values, professions within them also are, as are the individuals working within them with their own sets of values. Businesses are therefore also in the business of managing and coordinating an inordinate amount of values of differing natures in order to extract economic value from its activities.



What Constitutes Value



has been the center of preoccupation of business enterprises seeking to find spreads between value perceptions to derive value added, or in order to create value differentials through distribution or by manufacturing value. What exactly people value has been the object of marketing research, while market-driven value creation has been an act of reversing the power relations between supply and demand by transfering value perception from suppliers to the market. In sum, value will be whatever people will value. hence firms  already concentrate efforts in a form of Valorist Management.


Obstacles to Valorist Management










Just as ideology is a form of political hijacking of free will which opposes value assessments of individuals, robotized and mechanistic Corporate Logics will often act as categorical imperatives to which all must be sacrificed. Organismic human values are customarily cast aside to reach arbitrary goals. What is projected as an absolute, be it maximum profit, rapid growth, higher stock valuation or greater return on investment can prevent field intelligence from weighing in on decisions, creating a perilous form of corporate blindness.

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Valorist Management Initiatives










Many types of Valorist initiatves can be taken within companies if management seeks to encourage greater value creation within the organization. To do so one must empower actors within the company and stakeholders to rethink the business process in novel ways, integrating new values or juxtaposing values where they were given no voice before. The results could be quite revealing of the shortcomings and loss of opportunities the company may have endured beforehand, and will open onto new outlooks and performance potential.

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