Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Part III: Values and Purposes
Any analysis of the field of management learning, whether purely descriptive or from a critical perspective, will inevitably surface the different value systems which have influenced, sometimes implicitly, the development of theory and practice. But how do values and purposes become part of the management learning debate? Explicit concern with values and beliefs seems to sit more comfortably in the context of the church, home or community. Consideration of values in work seems more peripheral, and likely to be subjugated to preoccupations with ‘the goals of the enterprise’ unless it is thought possible to harness them to that end.
Examples of where questions of values become more central might be when consultants turn down invitations to work with industries they regard ...