The rise and decline of managerial development (original) (raw)
Related papers
Alfred D. Chandler — Strategy and Structure: Chapters in the History of the Industrial Enterprise
Strategy and Structure: Chapters in the History of the Industrial Enterprise, 1963
This investigation into the changing strategy and structure of the large industrial enterprise in the United States began as an experiment in the writing of comparative business history. The initial thought was that an examination of the way different enterprises carried out the same activity — whether that activity was manufacturing, marketing procurement of supplies, finance, or administration —would have as much value as a study of how a single firm carried on all these activities. Such a comparative analysis could permit deeper probes into the nature of the function studied, and so provide more accurate interpretations and more meaningful evaluations of the performance of several different enterprises in that activity than could a whole series of histories of individual firms. It could thus indicate more clearly the ways in which American businessmen have handled that activity over the years. Keywords: board; business administration; centralization; centralized retail organization; Chemicals; consolidation; copper and nickel; decentralized; diversification; divisional boundaries; Du Pont; Durant's strategy; electrical and electronics; financial control; functional departments; General Motors; manufacturing department; marketing department; merchandising enterprises; multidepartmental; multidivisional enterprise; organization; petroleum; regional administrative units; retail; retail organization; Sears, Roebuck & Company; Sloan; Sloan's structure; Standard Oil Company; steel; strategy; structural weaknesses; structure; territorial organization; vertical integration
Chandler in a Larger Frame: Markets, Transaction Costs, and Organizational Form in History
Enterprise and Society, 2004
In 1977, when Alfred D. Chandler's pathbreaking bookThe Visible Handappeared, the large, vertically integrated, “Chandlerian” corporation had dominated the organizational landscape for nearly a century. In some interpretations, possibly including Chandler's own,The Visible Handand subsequent works constitute a triumphalist account of the rise of that organizational form: the large, vertically integrated firm arose and prospered because of its inherent superiority, in all times and places, to more decentralized, market-oriented production arrangements. A quarter century later, however, the Chandlerian firm no longer dominates the landscape. It is under siege from a panoply of decentralized and market-like forms that often resemble some of the “inferior” nineteenth-century structures that the managerial enterprise had replaced.
Cadmus, 2013
Alfred D. Chandler’s theory of the managerial revolution culminates with the triumph of General Motors over the Ford Motor Company in the American automobile market of the 1920s. In Chandler’s view, the relative decline of Ford vis-à-vis General Motors was a direct consequence of the modernization of management under Alfred Sloan’s leadership in the face of Ford’s outdated managerial methods. Based on previously unexploited material from the Ford Motor Company Archives, and on Chandler’s research papers located at Harvard’s Baker Library, the paper revsits this pivotal episode of American business history. It makes three points. First, it suggests that Chandler’s account resembles an idealtypical Weberian modernization narrative. Second, it argues that Ford did not simply fail to modernize; rather, he advocated an illiberal business model very much at odds with the American corporate mainstream of the 1920s and 1930s. Finally, the paper traces the influence of Chandler’s collaboration on Sloan’s memoir, My Years With General Motors (1964), on his thinking about the GM/Ford episode in particular, and the managerial revolution at large. The paper ends by suggesting that politics, not managerial efficiency, played a larger role in the making of industrial strategy and structure than Chandler appreciated.
Human Relations, 2019
This article analyses contemporary issues relevant to understanding the changing nature of management and managerial work. The argument is developed in four parts. First, to provide context, we offer an overview of the literature on the organization and control of managerial work, tracing contributions mainly from the early 1950s onwards. Second, we discuss the first of two related concerns relevant to understanding the contemporary nature of managerial work – strategies of organizational restructuring: an analysis highlighting the role of downsizing and delayering within corporate campaigns promoting ‘post-bureaucratic’ systems. Third, we extend this discussion by addressing how such corporate restructuring affects managers in their everyday work – notably in relation to the perceptions and realities of growing job insecurity and career uncertainty: an analysis that frequently draws upon our own investigations to establish an agenda for future research. The article concludes by sum...
Alfred D. Chandler, Jr.: his work on business history and its impact on management thoughts
Purpose - The intention of this study is to focus on Alfred D. Chandler’s ideas as a historian who draws attention to the influence of Small Management Enterprises’ history of management and its practices. Design/methodology/approach – This paper evaluated Alfred Chandler’s life as historian and being historian his bestowal to indulge his thoughts for management related disciplines and revisionists of theory of structure and strategy. Furthermore, this paper investigates Alfred Chandler’s contributions to introduce new ideas for the understanding of US and international history of business. Content analysis is conducted is used as a data analysis tool. Findings – The vision of Alfred Chandler regarding expansion of MNCs and their strategy related to procedure which leads this business on historic culmination. It has evolved as per observations of local market and international comparative analysis. Practical implications - The study affords Chandler’s insight as historian and implication of history in the business management to solve upcoming problems in future faced by the competitive global world. Originality/value - This study explores the approach of Alfred Chandler’s multi- dimensional analysis of history and his revisionist perspective in business history and management. It provides detailed background regarding management history to practitioners and commentators. It is considered as an integral part for learning and future business implications. Keywords - Management history, Business practices, Business growth. Paper type - Research paper.
Corporate management and the revolution of the Machiavellimethod
2013
Until the 19. century the economy was built on the small and traditionally organized enterprises. In early of the 20. century gradually the companies become the most important factors of the economy). Based on the organizational and technilogical innovations the whole system of business-the ownership control and managament of the organizationsfundamentaly changed. From the 1930' the owners gradually withdraw from day to day activities of the business, and hand over the responsibilities of the corporate control to the management. However from the 1960'-as a result of the growing dissatisfaction with the performance of the management-the stockholders started a struggle for regain the power on the company. In the 1990' gradually formed the complex system of the corporate governance. It consists of the institutions of the shared power, balanced system of rights and responsibilities, and motivation simulating the owner's interest. However the events of the 21. century-the collapses of the companies (ENRON, Parmalat) and the crise of the world economy-proved, that the well organized institutional check and balances, and existing system of ownership control necessary but not sufficient to guarantee the appropriate development of the companies. Moreover even the latest modifications in the company laws-SOX and the Say-on-Pay-aren't enough. The author analyse the problem why the institutional control is insufficient. The paper argue, that within the companies, as a result of the "natural" process of selection of management, a special type-so called High Mach-personality fill most of the posts of the managerial jobs. This type of the personality-from viewpoint of the management-is very efficient on the one side, however at the same time is very unstable. The control of this type of managers the companies needed-beside of the institutional control-a well organized motivational system, a well-considered decision-making process, socially responsible corporate culture, effective business ethics, and a selection process based on this conditions.
Structural Change in Corporate Organization
Annual Review of Sociology - ANNU REV SOCIOL, 1989
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. This content downloaded from 169.229.32.36 on Fri