The Management Century: A Critical Review of 20th Century Thought and Practiceby Stuart Crainer
It's been with us since the dawn of civilization. But only in the past one hundred years has management been recognized, and formalized, as a profession. Now, in The Management Century, business journalist Stuart Crainer offers a fascinating, lively tour of management's golden age in a book filled with historic characters any novelist would envy. From Henry Ford to
It's been with us since the dawn of civilization. But only in the past one hundred years has management been recognized, and formalized, as a profession. Now, in The Management Century, business journalist Stuart Crainer offers a fascinating, lively tour of management's golden age in a book filled with historic characters any novelist would envy. From Henry Ford to W. Edwards Deming, the innovators Crainer visits here are as in-triguing as the ideas they championed. It's a work that breathes real life into a chronology that's embedded with valuable insights for every student of management theory and practice.
Read the preface of this book by clicking here.
Read an Excerpt
"What industrialization was to the 19th century, management is to the 20th. Almost unrecognized in 1900, management has become the central activity of our civilization. It employs a high proportion of our educated men and determines the pace and quality of our economic progress, the effectiveness of our government services and the strength of our national defense. The way we "manage," the way we shape our organizations, affects and reflects what our society is becoming."
The last hundred years have witnessed the dramatic genesis of management. Management has emerged as a profession. Management has moved from an unspoken, informal, ad hoc activity into one that is routinely analyzed and commented on from every angle possible. Management has emerged from the shadows to be recognized as one of the driving forces of economic and personal life. Its tentacles spread ever further. Nothing-no organization, no activity-now appears beyond the scope or ambition of management. There are, of course, differences in management between different organizations-mission defines strategy, after all, and strategy defines structure. But the differences between managing a chain of retail stores and managing a Roman Catholic diocese are amazingly fewer than either retail executives or bishops realize. The differences are mainly in application rather than in principles. The executives of all these organizations spend, for instance, about the same amount of their time on people problems-and the people problems are almost always the same.
is that management is multifaceted. Pinning it down is like nailing Jell-O. It is marketing. It is strategy. It is inspiring people. It is budgeting. It is organizing projects and commitments. It is a complex, highly personal, and now truly global calling.
November 1999 Stuart Crainer,
Twyford, Berkshire, United Kingdom
Meet the Author
STUART CRAINER is a UK-based journalist who has been covering the business scene for many years. He is a founder of Suntop Media, a media content, concepts, and consulting firm. His work has appeared in the Financial Times, Across the Board, and Strategy & Business. He is the author of numerous books on business: the Ultimate Series, The Financial Times Handbook of Management, and Gravy Training: Inside the Business of Business Schools (with Des Dearlove), also published by Jossey-Bass.
Most Helpful Customer Reviews
See all customer reviews