Husband and wife, Frank Gilbreth (1868-1924) and Lilian Gilbreth (1878-1972), are the figures most closely identified with time and motion studies. Pushing F.W. Taylor's ideas to the limit, they sought ways to determine 'the one best way to do work'. Their lasting influence is evident in the fact that the process charts and other techniques they devised remain essentially unchanged in modern systems analysis. Along with this, they were also interested in the human aspect of work, emphasizing the need for training and worker involvement.
The collection makes available, in one place, some of the most significant writings gathered from a variety of sources. The works are invaluable, not only for reference purposes, but as contributions to the history of management thought as well as the analysis of contemporary theory and the study of strategic management.

This collection focuses on Frederick Winslow Taylor (1856-1915), the initiator of 'scientific management'. Taylor set out to transform what had previously been a crude art form into a firm body of knowledge. His work is synonymous with breaking down tasks into the smallest detail, diagnosing the abilities of workers, and then fitting the two together to achieve greater efficiency. His methods have been associated with both massive increases in productivity and an obsession with control.

A polymath and prolific writer, Peter F. Drucker has published influential books across seven decades. Taking a humanistic approach to management, he emphasises that it is people who create business, which in turn means that they have a crucial role in modern society.

This collection gathers together key material to enable students and researchers to explore the impact of Druckera (TM)s ideas. Also included is a new introduction by the editors and an annotated bibliography to create a unique and indispensable resource for both student and scholar alike.

Henri Fayol, (1841-1925) along with F. W. Taylor, is one of the founders of 'classical management'. Fayol's work was the first significant attempt to develop principles of top-level management and one of the first attempts to analyse the different activities that constitute management. Fayol viewed management as a process of administration consisting of five activities: planning/forecasting, organizing, co-ordinating, commanding and controlling. These two volumes place Fayol's ideas in their historical context and provide access to his key writings. The set includes assessments of his work by his contemporaries, as well as current thinking about his ideas on management.

Contents:
The Founders of GM
1. J.B. Rae The fabulous Billy Durant, Business History Review, 32, 3: 255-271 [1958]
2. R. Marchand The corporation nobody knew: Bruce Barton, Alfred Sloan, and the founding of the General Motors 'family.', Business History Review, 65, 4: 825-875 [1991]
3. D. Seligman Prior restraint: how two mighty corporations tried to stifle a masterpiece, Forbes, 162: 74-82 [1998]
1920s Reorganization at GM
4. D. Brown Pricing policy in relation to financial control, Management and Administration, 283-286 [1924]
5. T. B. Fordham and E. H. Tingley The compilation of a budget - control through organization and budget -article 2, Management and Administration, 7, 1-3: 57-62, 205-208, 291-294 [1924]
6. C. S. Mott Organizing a great industrial, Management and Administration, 7: 523-527 [1924]
7. A. H. Swayne Mobilization of cash reserves, Management and Administration, 7: 21-23 [1924]
8. E. C. Wennerlund Quality control of inventories - physical regulation contrasted with mere financial information, Management and Administration, 7: 677-682 [1924]
9. H. C. Carlson Organizational research and organizational-change - General Motors approach, Personnel, 54, 4: 11-22 [1977]
10. R. F. Freeland The struggle for control of the modern corporation: organizational change at General Motors, 1924-1958, Management and Administration, 25, 1: 32-37 [1996]
11. J. Merron Putting foreign consumers on the map: J. Walter Thompson's struggle with General Motors' international advertising account in the 1920s, Management and Administration, 73, 3: 465-503 [1999]
12. M. Schwartz Markets, networks, and the rise of Chrysler in old Detroit, 1920-1940, Management and Administration, 1, 1: 63-99 [2000]
Fisher Body
13. R. Casadesus-Masanell and D. F. Spulber The fable of Fisher Body, Journal of Law and Economics, 43, 1: 67-104 [2000]
14. B. Kliein Fisher-General Motors and the nature of the firm, Journal of Law and Economics, 43, 1: 105-141 [2000]
Management of GM- Assessment
15. A. D. J. Chandler Management decentralization: an historical analysis, Business History Review, 30: 111-174 [1956]
16. E. Dale Contributions to administration by Alfred P. Sloan, Administrative Science Quarterly, 1: 30-62 [1956]
17. A. D. J. Chandler Organizational innovation -- a comparative analysis, in Strategy and Structure: Chapters in the History of the Industrial Enterprise, Cambridge Mass.: Massachusetts Institute of Technology Press.283-323 [1962]
18. E. Dale and C. Meloy Recognition of the corporate executive as management pioneer - Contributions of Barksdale, Hm to systematic management in Dupont and General Motors, Conference Board Record, 13, 6: 43-49 [1976]
19. H. T. Johnson Management accounting in an early multi-divisional organization - General-Motors in the 1920s, Business History Review, 52, 4: 490-517 [1978]
20. O. Williamson Modern corporation: origins, evolution, attributes, Journal of Economic Literature, 19: 1539-1544 [1981]
21. A. J. Kuhn Introduction: 'Steermanship' in action, in GM Passes Ford, 1918-1938: Designing the General Motors performance-Control System, University Park, Penn.: The Pennsylvania State University Press.pp. 3-12 [1986a]
22. A. J. Kuhn Contrasting the General Motors - Ford Motor policies via the System-Design-for-Performance-Control Model in GM Passes Ford, 1918-1938: Designing the General Motors performance-Control System, University Park, Penn.: The Pennsylvania State University Press.pp.13-29 [1986b]
23. R. Marchand The inward thrust of institutional advertising: General Electric and General Motors in the 1920s, in W.J. Hausman (ed.) Business and Economic History: Papers Presented at the Thirty-fifth Annual Meeting of the Business History Conference, March 31-April 2, 1989, Boston, Massachusetts., (vol. 18), Williamsburg, Va.: College of William and Mary, Department of Economics Business History Conference.pp. 188-196 [1989]
24. A. P. O'Brien How to succeed in business: lessons from the struggle between Ford and General Motors during the 1920s and 1930s, in W.J. Hausman (ed.) Business and Economic History: Papers Presented at the Thirty-fifth Annual Meeting of the Business History Conference, March 31-April 2, 1989, Boston, Massachusetts., (vol. 18),Williamsburg, Va.: College of William and Mary, Department of Economics Business History Conference. pp. 79-87 [1989]
25. J. Flint Alfred Sloan spoken here, Forbes, 48, 11: 96-97 [1991]
26. S. Helper Strategy and irreversibility in supplier relations: the case of the U.S. automobile industry', Business History Review, 65, 4: 781-824 [1991]
27. A. K. Kashyap and D. W. Wilcox Production and inventory control at the General-Motors- Corporation during the 1920s and 1930s, American Economic Review, 83, 3: 383-401 [1993]
28. P. F. Drucker The theory of the business, Harvard Business Review, Sept-Oct: 95-104 [1994]
29. R. J. Murnane and F. Levy What General Motors can teach US schools about the proper role of markets in education reform, Phi Delta Kappan, 78, 2: 108-114 [1996]
30. S. W. Norton Information and competitive advantage: The rise of General Motors, Journal of Law and Economics, 40, 1: 245-260 [1997]
31. A. P. O'Brien The importance of adjusting production to sales in the early automobile industry, Explorations in Economic History, 34, 2: 195-219 [1997]
32. P.F. Drucker Management's new paradigms, Forbes, Oct. 5: 152-177 [1998]
33. C. A. Medeiros High wage economy, Sloanism and Fordism: the American experience during the Golden Age, Contributions to Political Economy, 19: 33-52 [2000]
Employee Relations
34. G. D. Blackwood The sit-down strike in the thirties', South Atlantic Quarterly, 55, 4: 438-448 [1956]
35. J. Barnard Rebirth of the United Automobile Workers - the General-Motors tool and diemakers strike of 1939, Labor History, 27, 2: 165-187 [1986]
36. A. Raucher Employee relations at General-Motors - the My-Job-Contest, 1947, Labor History, 28, 2: 221-232 [1987]
37. D. Reynolds Engines of struggle - technology, skill, and unionization at General-Motors, 1930-1940, Michigan Historical Review, 15, 1: 69-92 [1989]
GM Today
38. C. Child Smith battles Sloan's legacy, Automotive News, 5706: 25 [1997]
39. E. W. Johnson General-Motors-Corporation, its constituencies and the public- interest, Journal of Business Ethics, 5, 3: 173-176 [1986]
GM and Public Transport
40. Bradford C. Snell General Motors and the Nazis, Ramparts, 12, 11: 14-16 [1974]
41. T. P. O'Hanlon General-Motors, Nazis, and the demise of urban rail transit, Government Publications Review, 11, 3: 211-232 [1984]
42. C. Slater General motors and the demise of streetcars, Transportation Quarterly, 51, 3: 45-66 [1997]
43. B. Cudahy General motors and mass transit ... Again, Transportation Quarterly, 52, 1: 24-26 [1998]

Alfred D. Chandler (1918-2007) was the founder of modern business history. He was a critical early influence on strategic management and is famous for the dictum that 'structure follows strategy'. This two-volume collection, a new title in the Routledge Major Works series, Critical Evaluations in Business and Management, gathers together the key journal articles and other vital research on Chandler to enable students and scholars to explore fully the impact of his ideas. Together with an extensive annotated bibliography and a full index, the collection has a comprehensive introduction, newly written by the editors, which places the collected material in its historical and intellectual context. It is an essential work of reference and will be valued by scholars and students of business and management as a vital one-stop research and pedagogic resource.