• Summary
  • Contents
  • Subject index

"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.

Philosophy of Management: Instead of a Manifesto
Philosophy of management: Instead of a manifesto

The spectre which haunts leading, managing and organizing these days is control by self-control. The enormous increase in knowledge workers, communication workers and consultancy functions at all levels of private and public corporations, demands a totally new attitude towards employees in order to explore their competencies and potentialities properly. The team, and the project, now the rational core of organizing, change the strategies of controlling performances, and the methods of feedback into a dialogical setting, where the emphasis is on recognition and self-evaluation.

Control by self-control demands two things from management: To effectuate and guide ‘etho-poiesis’, the creation of a ‘functional self’ both in employees, and in managers; and to develop new codes ...

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