- The Oxford Handbook of Management
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
Abstract and Keywords
This chapter analyses the evolution of management: the core functions and how they have changed; management’s position in the culture of modern society; the institutions and ideologies supporting it; and future challenges and changes. If the twentieth centurywas the ‘golden age’ of the corporate, bureaucratic manager, what might we expect in the future? And if this was indeed a ‘golden age’ why has there been such an upsurge in interest in management in the last fifty years—with a huge growth in management education, and management and business cultures? Emphasized here is the theoretical diversity within management through the examination of the integrity and intellectual coherence of the field, while also looking at resonances within and between its key components.
Adrian Wilkinson, Professor of Employment Relations, Griffith University.
Steven J. Armstrong is Emeritus Professor of Organizational Behaviour at the University of Hull.
Michael Lounsbury is a Professor at the University of Alberta, School of Business. His research focuses on the relationship between organizational and institutional change, entrepreneurial dynamics, and the emergence of new industries and practices. He is currently investigating the co‐evolution of nanoscience and nanotechnology. Professor Lounsbury serves on a number of editorial boards and is the series editor of Research in the Sociology of Organizations and co‐editor‐in‐chief of the Journal of Management Inquiry.
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