More Than MoneyTime changes things.
So, to understand a thing, it is often helpful to go back to see what
thing was originally supposed to be. Understanding economics is no exception.
The word economy can be traced back to
Greek word oikonomos, which means one who manages a household. From oikonomos was derived oikonomia, which had not only
sense of management of a household or family, but also senses such as thrift, direction, administration, arrangement, and public revenue.
The first recorded sense of our word economy, found in a work composed about 1440, is the management of economic affairs, in this case, of a monastery. Economy is later recorded in other senses shared by oikonomia in Greek, including thrift and administration. What is probably our most frequently used current sense, the economic system of a country or an area, seems not to have developed until
19th Century and has played a much larger role in
20th Century. The root word relates to household management, which of course includes money, but encompasses much more than simply money management.
While economic concerns tend to cluster around money, there is more to economics than accounting. In
same way that money has a way of touching every aspect of life,
roots of economy also reach into every aspect of life, as well. Consequently, an economy is about culture and morality as much as it is about money and business. In fact, it could be argued that
monetary aspects of economy are
outward manifestation of
more subtle and intricate aspects of culture and morality.
John Carver made a similar observation in
1980s as he began to think about why business and non-profit organizations worked so hard, but tended to gain so little ground. Following many advances in modern management techniques, he began thinking about why it was so hard to put them into practice. His thinking centered on boards—the many non-profit and corporate board of directors whose job it is to guide their various organizations. He observed poor performance of board work everywhere he looked.
He began in his groundbreaking book, Boards That Make A Difference (Jossey-Bass Publishers, San Francisco, 1990), by pointing out
problem that exists in a typical board of directors. A correct prescription requires a correct diagnosis. Carver built on an insight from Peter Drucker in 1974, who said, "there is one thing all boards have in common, regardless of their legal position. They do not function. The decline of
board is a universal phenomenon of this century," said Drucker. Agreeing, Sumek found in 1983 that the board of directors "governance process is not working well... New approaches need to be developed." Geneen of ITT complained in 1984, "Among
boards of directors of Fortune 500 companies, I estimate that 95 percent are not fully doing what they are legally, morally, and ethically supposed to do. And they couldn't, even if they wanted to."