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Many of those interested in the effect of industry on contemporary
life are also interested in Frederick W. Taylor and his work. He
was a true character, the stuff of legends, enormously influential
and quintessentially American, an award-winning sportsman and
mechanical tinkerer as well as a moralizing rationalist and early
scientist. But he was also intensely modem, one of the long line of
American social reformers exploiting the freedom to present an
idiosyncratic version of American democracy, in this case one that
began in the industrial workplace. Such as wide net captures an
amazing range of critics and questioners as well as supporters. So
much is puzzling, ambiguous, unexplained and even secret about
Taylor's life that there will be plenty of scope for
re-examination, re-interpretation and disagreement for years to
come. But there is a surge of fresh interest and new analyses have
appeared in recent years (e. g. Wrege, C. & R. Greenwood, 1991
"F. W. Taylor: The father of scientific management," Business One
Irwin, Homewood IL; Nelson, D. (Ed. ) 1992 "The mental revolution:
Scientific management since Taylor," Ohio State University Press,
Columbus OH). We know other books are under way. As is customary,
we offer this additional volume respectfully to our academic and
managerial colleagues, from whatever point of view they approach
scientific management, in the hope that it will provoke fresh
thought and discussion. But we have a more aggressive agenda.
Many of those interested in the effect of industry on contemporary
life are also interested in Frederick W. Taylor and his work. He
was a true character, the stuff of legends, enormously influential
and quintessentially American, an award-winning sportsman and
mechanical tinkerer as well as a moralizing rationalist and early
scientist. But he was also intensely modem, one of the long line of
American social reformers exploiting the freedom to present an
idiosyncratic version of American democracy, in this case one that
began in the industrial workplace. Such as wide net captures an
amazing range of critics and questioners as well as supporters. So
much is puzzling, ambiguous, unexplained and even secret about
Taylor's life that there will be plenty of scope for
re-examination, re-interpretation and disagreement for years to
come. But there is a surge of fresh interest and new analyses have
appeared in recent years (e. g. Wrege, C. & R. Greenwood, 1991
"F. W. Taylor: The father of scientific management," Business One
Irwin, Homewood IL; Nelson, D. (Ed. ) 1992 "The mental revolution:
Scientific management since Taylor," Ohio State University Press,
Columbus OH). We know other books are under way. As is customary,
we offer this additional volume respectfully to our academic and
managerial colleagues, from whatever point of view they approach
scientific management, in the hope that it will provoke fresh
thought and discussion. But we have a more aggressive agenda.
Macroeconomic research on human capital - the stock of human
capabilities and knowledge - has been extensively published but to
date the literature has lacked a comprehensive analysis of human
capital within the organization. The Oxford Handbook of Human
Capital has been designed to fill that gap, providing an
authoritative, inter-disciplinary, and up to date survey of
relevant concepts, research areas, and applications. Specially
commissioned contributions from over 40 authors reveal the
importance of human capital for contemporary organizations,
exploring its conceptual underpinnings, relevance to theories of
the firm, implications for organizational effectiveness,
interdependencies with other resources, and role in the future
economy. Unlike neoclassical macroeconomic concepts of human
capital, human capital in organizations is shown to be dynamic and
heterogeneous, requiring new theories and management frameworks.
The systemic role of human capital is explored, revealing it as the
lynchpin of social, structural and other forms of intangible and
tangible capital. Connections between human capital and
organizational performance are investigated from HR management,
procurement, alignment, value appropriation, and accounting
perspectives. Links between micro and macro perspectives are
provided through analyses of inter firm human capital mobility,
national and regional human capital formation regimes and industry
employment relations practices.
This Handbook is designed for scholars and graduate students of
organization and management theory, strategy, entrepreneurship,
knowledge and intellectual capital, accounting, IT, HR, IR,
economic sociology and cultural studies. For policy makers and
practitioners it should provide an up to date guide to the nature
and role of human capital in contemporary organizations and the
roles that government, industry and other extra firm institutions
can play in facilitating its development.
"Confronting Managerialism "offers a scathing critique of the
crippling influence of neoclassical economics and modern finance on
business school teaching and management practice. Locke and Spender
show how business managers who were once well-regarded as
custodians of the economic engines vital to our growth and social
progress now seem closer to the rapacious "robber barons" of the
1880s. In effect, responsible management has given way to
"managerialism," whereby an elite caste of businessmen disconnected
from any ethical considerations now call the shots, sending the
lives of rest of us "out of balance." The book traces the loss of
managers' earlier social concerns, amply encouraged by management
education's transformation since the 1960s, especially in the US.
It also questions not only the social ethics of the US management
caste, but its management efficacy compared to systems of
management that are highly employee participative and dependent,
such as in Germany and Japan. Today's attempts to "bolt on" ethics
and social responsibility courses, the authors argue, are mere
window-dressing, a public relations move that cannot get to the
heart of the matter. Only fundamental reforms in civil society and
business schools can really make a difference. A unique, topical,
and controversial look at a subject that impacts us all.
"Confronting Managerialism "offers a scathing critique of the
crippling influence of neoclassical economics and modern finance on
business school teaching and management practice. Locke and Spender
show how business managers who were once well-regarded as
custodians of the economic engines vital to our growth and social
progress now seem closer to the rapacious "robber barons" of the
1880s. In effect, responsible management has given way to
"managerialism," whereby an elite caste of businessmen disconnected
from any ethical considerations now call the shots, sending the
lives of rest of us "out of balance." The book traces the loss of
managers' earlier social concerns, amply encouraged by management
education's transformation since the 1960s, especially in the US.
It also questions not only the social ethics of the US management
caste, but its management efficacy compared to systems of
management that are highly employee participative and dependent,
such as in Germany and Japan. Today's attempts to "bolt on" ethics
and social responsibility courses, the authors argue, are mere
window-dressing, a public relations move that cannot get to the
heart of the matter. Only fundamental reforms in civil society and
business schools can really make a difference. A unique, topical,
and controversial look at a subject that impacts us all.
Managerial and Organizational Cognition is an exploration of the latest developments in the burgeoning field of managerial and organizational cognition. From different disciplinary perspectives and diverse empirical settings, the contributors study patterns of managerial cognition. The resulting data provides rich insights into the processes and outcomes of managerial and organizational cognition. In particular the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations. Advanced students of management will be attracted to the incorporation in one cohesive volume of new theoryłempirical chapters that not only extend theoryłbut contribute to organizational outcomes and comparative methodology.
Most organizations fail to take full advantage of their employees'
knowledge, initiative, and imagination. In this accessible and
practical book, J.-C. Spender and Bruce Strong provide a guide for
building entrepreneurial workforces through carefully designed
conversations between management and employees. These 'strategic
conversations' make employees partners in the strategy development
process, engaging them to help shape the organization's future. The
result is transformational: instead of strategy being a dry,
periodic planning exercise for the few, it becomes a dynamic and
continuous act of co-creation enriched by the many. Case studies
illustrate how leading organizations have used strategic
conversations to build sustained competitive advantage, create
innovative business models, make better decisions under
uncertainty, reduce the need for change management, and enhance
employee engagement. The book will appeal to managers,
entrepreneurs of all stripes, and teachers and students in schools
of business and public administration.
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