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.
Chapter 9: Critical Management Learning
Critical Management Learning
This chapter applies critical thinking to the process of learning about the theory and practice of management. To date, critical thinking about management has challenged established ideas about management (Alvesson and Willmott, 1992a). Much less attention has been paid to the question of how critical understandings of management might be made more accessible and meaningful to students and practitioners. Yet, if the contribution of critical thinking is to extend beyond the confines of academics and research students, it is necessary to consider the relevance of such thinking for the process of management learning.
Diverse meanings are attributed to the terms ‘management’, ‘learning’ and ‘critical thinking’. What these terms mean depends upon the framework of interpretation favoured by different commentators (Willmott, 1984; ...