Management: A Very Short Introduction (Very Short Introductions)
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Leading management scholar, John Hendry provides a lively introduction to the nature and practice of management. Tracing its development over the last century, he looks not only at what managers do, but also provides an insight into modern management theory, considering the influences of national and organizational culture, the relationship between power and domination, and managing in different cultures.
This is an ideal introduction for anyone interested in, or studying, business and management.
About the Series:
Oxford's Very Short Introductions series offers concise and original introductions to a wide range of subjects--from Islam to Sociology, Politics to Classics, Literary Theory to History, and Archaeology to the Bible. Not simply a textbook of definitions, each volume in this series provides trenchant and provocative--yet always balanced and complete--discussions of the central issues in a given discipline or field. Every Very Short Introduction gives a readable evolution of the subject in question, demonstrating how the subject has developed and how it has influenced society. Eventually, the series will encompass every major academic discipline, offering all students an accessible and abundant reference library. Whatever the area of study that one deems important or appealing, whatever the topic that fascinates the general reader, the Very Short Introductions series has a handy and affordable guide that will likely prove indispensable.
as a whole. Traditionally described as business policy, this received relatively little systematic attention before the post-war period. As with policy making in the public sphere, policy making in organizations was thought to be a matter of judgement based largely on experience and insight. The Second World War, however, focused attention on the possibilities of using scientific methods to support strategic planning. The policy issue here had been whether to go to war or not, and for the leaders
tools of business strategy have, but it has been addressed by some of the leading social scientists of the era. While management scientists developed formal decision-analysis techniques in an attempt to minimize the role of human judgement, social scientists looked more closely at what that judgement entailed, and at the limits of rationality in human decision processes. The starting point here was Herbert Simon’s observation, noted in Chapter 1, that a manager could not take account of all
colleagues at the London Business School. One is Charles Handy, whose popular writing on management and organizations has been an inspiration to millions. The other is John Roberts, now at the University of Sydney, who has been a close academic colleague for nearly thirty years and is the most insightful academic researcher I have ever worked with. Both are also brilliant teachers, and both manage, in their different ways, to combine a deep appreciation of the potential lying in every human being
managers appear much closer to their Japanese counterparts, however, on Hofstede’s measures of uncertainty avoidance and timescale orientation, and share much of the Japanese approach to management. While Chinese and American managers are consistently amongst the most comfortable in the world with uncertainty, Japanese and Korean managers are consistently amongst the least comfortable. They stick rigorously to tight social norms, struggle with change, and seek certainty and security—through hard
mere means to rational control, and to the extension of that control to cover employees’ feelings as well as their actions. More generally, critical management scholars have pointed to the ways in which seemingly objective criteria such as those of rationality and efficiency are to some extent socially and politically determined. What counts as rationality, for example, can be contested. Weberian rational authority privileges particular interests just as much as the traditional authority it has