Editing Vitality curve (section)

=== Management philosophy ===
This is a [[competitive]] model of organization. The criticisms of both the [[moral]]ity and actual effectiveness of such a [[wikt:dog eat dog|dog-eat-dog]] method of social cohesion apply. Challenges to the model include: "C" player selection methods; the effect of [[office politics]] and lowered [[morale]] on productivity, communication, interoffice relations; and cheating. Rank-based performance evaluations (in education and employment) are said to foster cut-throat and unethical behavior.<ref>{{cite book | last = Callahan | first = David | title = The Cheating Culture: Why More Americans Are Doing Wrong to Get Ahead | publisher = Harvest Books | year = 2004 | pages = 384 | isbn = 0-15-603005-5 }}</ref> [[University of Virginia]] business professor Bruner wrote: "As [[Enron]] internally realized it was entering troubled times, rank-and-yank turned into a more political and [[cronyism|crony]]-based system".<ref>{{cite news | last = Streitfeld | first = David |author2=Romney, Lee | title = Enron's Run Tripped by Arrogance, Greed | work = [[Los Angeles Times]] | date = January 27, 2002 | url = https://www.latimes.com/archives/la-xpm-2002-jan-27-mn-25002-story.html | access-date = 2009-09-09}}</ref> Forced ranking systems are said to undermine employee morale by creating a [[zero-sum game]] that discourages [[cooperation]] and [[teamwork]].<ref>{{cite book|title=Organisational Behaviour: Global and Southern African Perspectives|year = 2009|url= https://books.google.com/books?id=9-jcsiS8RSoC&pg=PA462|publisher=Pearson South Africa|isbn=978-0-13-600717-3|pages=462}}</ref> They also tend to change [[norm of reciprocity|norms of reciprocity]] that characterise the interactions among employees. In terms of [[Adam Grant]]'s notion of [[Organizational culture#Adam Grant|"giver", "taker", and "matcher cultures"]], forced ranking systems are found to make it less likely for a "giver culture" to be present among employees, as individuals shift to "matcher" or "taker" behaviour.<ref name="grant-2013">{{cite web|author=Adam Grant|url=http://www.mckinsey.com/insights/organization/givers_take_all_the_hidden_dimension_of_corporate_culture|title=Givers take all: The hidden dimension of corporate culture|publisher=McKinsey|date=April 2013|access-date=2016-02-06}}</ref>

Rank and yank contrasts with the [[management philosophy|management philosophies]] of [[W. Edwards Deming]], whose broad influence in [[Japan]] has been credited with Japan's world leadership in many industries, particularly the [[automobile|automotive]] industry. "Evaluation by performance, merit rating, or annual review of performance" is listed among Deming's [[W. Edwards Deming#Seven Deadly Diseases|Seven Deadly Diseases]]. It may be said that rank-and-yank puts success or failure of the organization on the shoulders of the individual worker. Deming stresses the need to understand organizational performance as fundamentally a function of the corporate systems and processes created by management in which workers find themselves embedded. He sees so-called merit-based evaluation as misguided and destructive.