Joint Degrees-Management pathway
Critical Management Perspectives
Researching your topic
indicative reading sources
within the Module specification on
Your focus will influence your reading
Utilise Summon, Emerald and ABI
to CMS articles
A few questions…
What is management theory?
Where does it come from?
Why do we accept it?
Developing the rationale for the module...
Close your eyes and imagine the following scene….
A manager is sitting at a desk…
It is late Friday afternoon.
What was the manager wearing?
What gender was the manager?
What race was the manager?
Adapted from McGivern and Thompson, in Reynolds and Vince.
Organizing Reflection, 2004
What are assumptions?
Assumptions as the basis
“…the unexamined or unconscious
theories that allow us to structure,
interpret, and make sense of our
world…Implicit theories become the
lens and filter for everyday
experience, dictating what one sees
and how one interprets it.”
(Yinger, 1980 cited in Brookfield,1987)
Do you see what I see?
Significance of lenses
determines our “lenses and
Are these fixed?
What influences our views of
organisations and organisational
is it important to understand this?
…the analyses offered by the
(management) ‘gurus’ are attractive to
managers and achieve a market presence,
because they promise to give shape to the
processes of management while
diminishing the ambiguities inherent in
management decision making.
Challenge? What do you think? Based on
What are the implications of not challenging?
Many perspectives out of which we
can view management and
organisations for example:
Critical Management Theory
Setting out the
Society controlled largely by superstition,
the church or sovereign power.
Modernism emerged from
Science, logic and
rationality becomes paramount
Can be applied to all disciplines
Sir Isaac Newton
Grand Narratives – large overarching ‘one
size fits all’ theories
“Take even the trifling manufacture of pin
making, for example.
Most of us would be hard pressed to
make even one pin in a day, even
if the metal were already mined and smelted for us.
We could certainly not make twenty.
And yet ten people in a pin factory can make 48,000 pins
That is because they each specialise in different parts of
One draws out the wire, another straightens it, a third
cuts it, a fourth points it, a fifth grinds the top to receive the head.
Making and applying the head require further specialist
Management is privileged
“Modernist management thinking is a belief
in the idea that there is, and can be, ‘one
best way’ of managing people in
organisations in that a unified set of
professional values and principles for
guiding human judgement and social
conduct can be discovered and harnessed
for the greater benefit of society.”
(Hancock and Tyler, 2000 in Knights and Willmott, 2007)
Modernism has a significant
influence on how we think and
behave and is at the heart of much
current management thinking
is there another viewpoint?
A reluctance to rely on science
Rejection of grand narratives
acknowledging many competing...
Please join StudyMode to read the full document