Skip to main content

Über dieses Buch

This book provides a brief overview of the fundamental presumptions underlying the idea of management. It is argued that managers and others must endorse these presumptions – the teachings of management – even though they are well aware that their applicability to managerial practice is limited. The author analyzes how the teachings of management are similar to political or religious beliefs and why, unlike such doctrines, they cannot be easily dismissed as outdated or irrelevant. Instead, these assumptions help to construct the idea of the organization, and thus constitute a vital factor in a contemporary society of organizations.



Organizations and Organizational Success


Chapter 1. Organizations and Management

This chapter describes some basic ideas of what organizations are and why they exist. It sees ideas of organization and management as interdependent and concludes that managers shall help organizations become successful: This is a fundamental tenet of the teachings of management.
Karin Brunsson

Chapter 2.  Management Methods

This chapter describes different approaches to managerial work. It concludes that no optimal, universally valid management method has as yet been found. Managers must believe that one method is better than another: This is a second fundamental tenet of the teachings of management.
Karin Brunsson

Chapter 3. Management Theory

This chapter asks the question why management theory is at all important. Why is an ability to improve—and continue to improve—managerial practice in different organizations not good enough? The answer in this chapter relates to the belief in management methods: Scholars believe that a management theory would provide a stable foundation for specific methods. Besides, theory is the crucial product of academic work.
Karin Brunsson

Managerial Work


Chapter 4. Economy, Efficiency, Effectiveness

This chapter asks the question why it makes sense to economize and, in addition, to worry about efficiency and effectiveness. Who shall benefit from such concerns? The teachings of management stipulate that organizations stand a better chance of success if managers pay close attention to what their organizations produce, and how.
Karin Brunsson

Chapter 5.  Decisions

This chapter argues that managers are only allowed one rationale for their decision-making: that of formal rationality. ‘The model of rational decision-making’ is a key feature of the teachings of management. But it is clearly unrealistic, and managers use diverse techniques for making—or avoiding—decisions.
Karin Brunsson

Chapter 6. A Future Orientation

A keen interest in the future follows from the perception that managers are there to make decisions, and the teachings of management recommend strategies, budgets and calculations as means of controlling the future. This chapter emphasizes the crucial role of judgments, negotiations and compromises in any discussions about the future.
Karin Brunsson

Chapter 7. Responsibility

In a global and competitive economy, legitimacy is seen as a prerequisite for organizational success. This chapter discusses corporate social responsibility as a tenet of the teachings of management.
Karin Brunsson

The Doctrine


Chapter 8. Gaps

This chapter argues that discrepancies—‘gaps’—between management teaching, research and practice are integral parts of the teachings of management, as are discussions on how the gaps should be closed. Popular ideas of leadership similarly serve to reinforce the teachings of management.
Karin Brunsson

Chapter 9. Individuals as Organizations

Are the teachings of management contagious—so that they apply also to modern individuals? This is the question asked in this chapter.
Karin Brunsson

Chapter 10.  The Management Doctrine

The teachings of management consist of certain presumptions about relationships.This chapter argues that together they constitute a doctrine, similar to religious or political doctrines.
Karin Brunsson
Weitere Informationen

Premium Partner

BranchenIndex Online

Die B2B-Firmensuche für Industrie und Wirtschaft: Kostenfrei in Firmenprofilen nach Lieferanten, Herstellern, Dienstleistern und Händlern recherchieren.



Wieviel digitale Transformation steckt im Informationsmanagement? Zum Zusammenspiel eines etablierten und eines neuen Managementkonzepts

Das Management des Digitalisierungsprozesses ist eine drängende Herausforderung für fast jedes Unternehmen. Ausgehend von drei aufeinander aufbauenden empirischen Untersuchungen lesen Sie hier, welche generellen Themenfelder und konkreten Aufgaben sich dem Management im Rahmen dieses Prozesses stellen. Erfahren Sie hier, warum das Management der digitalen Transformation als separates Konzept zum Informationsmanagement zu betrachten
und so auch organisatorisch separiert zu implementieren ist. Jetzt gratis downloaden!