ISBN : 9780198708612
Management -the pursuit of objectives through the organization and co-ordination of people - has been and is a core feature, and function, of modern society. Some 'classic' forms of corporate and bureaucratic management may come to be seen as a prevalent form of organization and organizing in the 20th century, and in the post-Fordist, global, knowledge driven contemporary world we are seeing different patterns, principles, and styles of management as old models are questioned. The functions, ideologies, practices, and theories of management have changed over time, as recorded by many scholars; and may vary according to different models of organization; and between different cultures and societies. Whilst the administrative, corporate, or factory manager may be a figure on the wane, management as an ethos, organizing principle, culture, and field of academic teaching and research has increased dramatically in the last half century, and spread throughout the world. The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture/zeitgeist of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future. This book looks at what management is, and how this may change over time. It provides an overview of management - its history, development, context, changing function in organization and society, key elements and functions, and contemporary and future challenges.
1 Adrian Wilkinson,Steve Armstrong and Michael Lounsbury: Introduction
Section I: Main Historic Models
2 Lucy Taska: Scientific Management
3 Kyle Bruce and Chris Nyland: Human Relations
4 Martin Spring: Operations Management/Systems
5 Peter Starbuck: Management by Objectives
6 Mats Alvesson and Peter Fleming: Organizational Culture and Image
7 Bob Hinings and Roston Greenwood: Open Systems (contingency theory/design)
8 Stewart Clegg , Marco Berti and Walte P Jarvis: Cuture in the Past: a Philoshphical Reflection on the Prospects of Management
Section II: The Doing/Functions of Managements
9 Andy Charwood and Kim Hoquel: Managing People - Personnel, HRM, Performance
10 Zoe Radnor and Nicola Bateman: Managing Operations - Production, BPR
11 Jeff Pinto: Managing Projects
12 Wendy Currie: Managing Knowledge and Information
13 Violina Rindova: Managing Meaning - Culture
14 Ronald E Riggio: Management and Leadership
15 Mark Shanley: Management and Strategy
16 Stefan Tengblad: Management Practice - and the Doing of Management
17 David Buchanan: Managing Change
Section III: Themes
18 David Courpasson: Management as a Practice of Power
19 Michel Anteby: Management and Morality/Ethics
20 Graham Sewell: Management and Modernity
Section IV: Management in Society and Management Organizations/Institutions
21 Kevin Morell and Mark Learmouth: Evidence Based Management
22 Ken Brown and Robert S. Rubin: Management Education and Business Schools
23 Christian De cock and Damian Doherty: Management as an Academic Discipline
24 Rick Steers and Luciara Nardon: Managing Across Cultures
25 Mike Geppert and Graham Hollinshead: International Management
26 Andy Sturdy, Christopher Wright and Nick Wylie: Management as Consultancy