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You are here: Home en Syllabuses (2020) Graduate School of Management Specialized Subjects Multiple Perspective on Management

Multiple Perspective on Management


Term 2020/First semester
Number of Credits 1 credits
Course Type Lecture
Target Student Graduate
Language English
Day/Period Irregular June
  • Graduate School of Economics, Professor KUROSAWA TAKAFUMI
Outline and Purpose of the Course 【This course is an international collaborative course that is being offered by GSE professors in collaboration with Prof. Matthias Kipping (Professor of Policy [Business Strategy] at Schulich School of Business, York University, Toronto)】
Today 'Management' and 'manager' are probably some of the most frequently used terms when describing structured/organized human interaction and are no longer confined to the world of business but cover a wide variety of spheres of activity. This course attempts to provide an overview over how and why 'management' has become so widely used as a term and as a concept. Rather than imposing a single vision of management, the course looks critically at different ways to examine this important phenomenon and its expansion over time and space (drawing on research by the instructor and many others). Students are expected to (i) do some preparatory readings, (ii) participate actively in class discussions, and (iii) write a short paper critically reflecting on different views about the past, present and future of management.
Course Goals The course aims to give students a concise but comprehensive overview of what 'management' means and how it became so important. More specifically, it tries to:
- familiarize participants with a wide range of perspectives on 'management' (drawing on the latest findings from the relevant research);
- get them to understand the main questions as well as assumptions adopted by these different perspectives; - make them realize how views within each perspective have changed over time and findings continue to be debated.
The course also aims to help students further their own research-related skills, namely developing their ability to:
- identify and reproduce the main arguments from different authors;
- critically evaluate the basic assumptions and research methods used by these authors;
- formulate and defend their own positions vis-a-vis those expressed by others.
Schedule and Contents Schedule:The course will be provided in June. In order to avoid conflicts with other classes, it will have following schedule:
1. 19th, Friday, Period 4 (14:45-16:15)
2. 22nd, Monday, Period 2 (10:30-12:00)
3. 23rd, Tuesday, Period 1 (8:45-10:15)
4. 24th, Wednesday, Period 2 (10:30-12:00)
5. 25th, Thursday, Period 5 (16:30-18:00)
6. 26th, Friday, Period 5 (16:30-18:00)
7. 29th, Monday, Period 4 (14:45-16:15)
8. 29th, Monday, Period 5 (16:30-18:00)

1. Defining management
Explores the linguistic terms “management” and “manager” and their evolution over time and space.
Preparation: Find formal definitions of both terms in English and equivalents in your own language (if different from English)
Background reading: Chapters 1 and 2 in Engwall et al. (2016)

2. Management as a practice
Provides an overview of the research on the evolution of management as being contingent on the changing forms of organizations from the unitary (or U) to the multidivisional (or M) and network (or N-) form, drawing on the work of Chandler and others.
Preparation: Read this brief note on Alfred Chandler (
Background readings: Whittington et al. (1999); Kay (2002); Langlois (2004)

3. Management as an idea
Introduces the literature on the history of management and management thought and discusses to what extent the historical development of management ideas is seen as “progress” or not and why.
Preparation: Read “Some half-truths of management· (
Background readings: Barley and Kunda (1992); Witzel and Morgan (2013); Cummings et al. (2017); Bodrozic and Adler (2018)

4. Management as a “fashion”
Looks at the recent research on the rapid succession of management fashions or “fads” and how these were identified and traced. Also shows how a small number of cases have been used to illustrate different management principles over time.
Preparation: Read at least ONE of “The 8 Stupidest Management Fads of All Time” (
Background readings: Abrahamson (1996); Mair (1999)

5. Authorities on management
Examines in more detail the “fashion setting communities”, i.e. the main actors that promote and disseminate management ideas and practices, namely business schools, consultants and media, and how they obtained their own legitimacy and expanded internationally.
Preparation: Read “Do McKinsey services deserve high fees?” (
Background readings: Chapters 3 and 16 in Engwall et al. (2016)

6. Managers as a social group/elite/class
Surveys the studies that have looked at management beyond single organizations in terms of their broader economic, societal and cultural influence and power and discusses whether managers are a self-reproducing elite and might be considered a “class”.
Preparation: Read “'Managerial elite' immobilising Ireland” (
Background readings: Zunz (1990); Pettigrew (1992); Hartmann (2000)

7 and 8. The past, present and future of management
Sums up the main insights from the course in terms of the different perspectives on management, their assumptions, research methods and findings.
Preparation: Reflect critically on your own original conceptions of “management” and how they might need to be modified
Background readings: Stewart (2006); Kiechel (2012)
Grading Policy Class preparation and participation (20%) and an individual 1,000-word reflective essay (80%), marked out of 100 points
Prerequisites None
Preparation and Review Please visit AGST website ( after June 1st to get information about the materials and how to get them.
  • Please visit AGST website ( after June 1st to get information about the reading materials and how to get them. ********************: [Reference] Abrahamson, E. (1996), ‘Management Fashion’, Academy of Management Review 21 (1): 254-285 Barley, S. R. and Kunda, G. (1992), ‘’Design and devotion: Surges of rational and normative ideologies of control in managerial discourse’, Administrative Science Quarterly 37: 363-399. Bodrozic, Z. and Adler, P. S. (2018), ‘The Evolution of Management Models: A Neo-Schumpeterian Theory', Administrative Science Quarterly 63 (1): 85-129. Cummings, S., Bridgman, T., Hassard, J. and Rowlinson, M. (2017), A New History of Management. Cambridge: Cambridge University Press. Hartmann, M. (2000), ‘Class-specific habitus and the social reproduction of the business elite in Germany and France, The Sociological Review 48 (2): 262-282. Kay, N. M. (2002), ‘Chandlerism in postwar Europe: strategic and structural change in France, Germany and the United Kingdom, 1950-1993: a comment’, Industrial and Corporate Change 11 (1): 189-197. Kiechel III, W. (2012), ‘The Management Century’, Harvard Business Review 90 (11): 62-75. Langlois, R. N. (2004), ‘Chandler in a Larger Frame: Markets, Transaction Costs, and Organizational Form in History’, Enterprise & Society 5 (3): 355-375. Mair, A. (1999), ‘Learning from Honda’, Journal of Management Studies 36 (1): 25-44 Pettigrew, A. M. (1992), ‘On Studying Managerial Elites’, Strategic Management Journal 13: 163-182. Stewart, M. (2006), ‘The Management Myth’, The Atlantic, June. Whittington, R., Mayer, M. and Curto, F. (1999), ‘Chandlerism in Post-War Europe: Strategic and Structural Change in France, Germany and the United Kingdom, 1950-1993’, Industrial and Corporate Change 8 (3): 519-551. Wilkinson, A., Armstrong S. J. and M. Lounsbury (2017) (eds.), The Oxford Handbook of Management. Oxford: Oxford University Press. Witzel, M. and Warner, M. (2013) (eds.), The Oxford Handbook of Management Theorists. Oxford: Oxford University Press. Zunz, O. (1990), Making America Corporate, 1870-1920. Chicago, IL: The University of Chicago Press.
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