THE UNIVERSITY OF MANCHESTER MANCHESTER BUSINESS SCHOOL Academic Year Course Code Course Title Level 2012/13 BMAN

20920 People, Management and Change 2

Degree Programmes BSc Management and Management (Specialisms),BSc International Management with American Business Studies, BSc International Management, BSc Mathematics and Management. Member of Staff Responsible Dr Damian Hodgson Telephone: 0161 306 8791
Email: damian.hodgson@manchester.ac.uk

Room: E28 Availability: by appointment Other Staff Involved

Stuart Angus Stuart.Angus@postgrad.mbs.ac.uk

Pre-requisites Co-requisites Dependent course units Semester Credit Rating

None None BMAN31350 Work, Industry & Society; BMAN 31681 The Reflective Manager Full year course

20 credits

Course Aims To analyse the history, ideas, and consequences of the management of people and change, using critical management studies as a theoretical and methodological tool. Learning Outcomes On completing the module students will be more able to explain the development of contemporary management theory and practice in general, and as it relates to the management of people and change identify specific approaches to the management of people and organizational change compare orthodox and critical understandings of the nature of management apply orthodox and critical analyses to the management of people and change

Syllabus 1. Introducing PMC 2. Managing Rationalities: management and modernity 3. Managing Rationalities: back to the future 4. Managing People: hearts and minds 5. Critique and the Corporation 6. Reading Week 7. Labour Process Theory 8. Introducing Critical Management Studies 9. Corporate Social Irresponsibility 10. Critique and the Business School 11 Contemporary Management Theory 12. Post-bureaucracy 13. Organisational Culture 14. PEOPLES CHOICE 15. Identity, Emotions and Self-Management 16. Sex and Work: A Critical Case 17. Management Fads and Fashions 18. Recap and Revision Methods of Delivery Lecture hours: 34 (2 hours per week over 17 weeks) Thursday 3pm - 5pm Crawford Building, LT2 Seminar hours: 10 (1 hour fortnightly) Private study: 150 Total study hours: 200 Seminars: Fortnightly, starting the second week of term in each semester. For details of the seminar readings, see the end of this course outline. Virtual Learning Environment All lectures will be made available via Blackboard at least one or two days before the lecture. All of the seminar readings and questions to guide discussions within seminars are also posted on Blackboard at the start of the course. Blackboard will also have a discussion board for questions for the teaching team which is regularly checked by Damian. The discussion board section also incorporates discussions, Q&As and feedback from previous years in which this course has been taught. I have also set up a section for anonymous feedback although I would welcome feedback in any form at any point in the semester! Attendance Monitoring Attendance at all classes is compulsory and registers will be taken in seminars. Employability The course will enhance your critical thinking skills and thus your employability.

Reading List
Core Text:

Grey, C. (2008) A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Organizations 2nd Edition London: Sage
Supplementary Texts:

Thompson, P. and McHugh, D. (2009) Work Organisations: A Critical Approach (4th Edition) Basingstoke: Palgrave The third edition of this text (very similar to the 4th), is available online at; www.dawsonera.com [Click Enter your institutional username and password, select University of Manchester, login using your university username and password then search for Work Organisations using inverted commas] Wilson, F.M. (2010) Organizational Behaviour and Work: A Critical Introduction (3rd Edition) Oxford: Oxford University Press McAuley, J. Duberley, J. and Johnson, P. (2007) Organization Theory: Challenges and Perspectives Harlow: FT Prentice Hall Available online at; www.dawsonera.com [Click Enter your institutional username and password, select University of Manchester, login using your university username and password then search for Organization Theory using inverted commas] Linstead, S. Fulop, L. and Lilley, S. (2009) Management and Organization: A Critical Text (2nd Edition): Basingstoke: Palgrave
Other Reading:

You are also required to read from the reading list provided; specific journals which would be useful and relevant include the Journal of Management Studies, Human Relations, Organization, Work Employment and Society, and Organization Studies. Assessment Methods and Relative Weightings 1 assignment, 2000 words (50%) 1 examination, 2 questions from 4 in 2 hours (50%) Examination The examination will take place in the summer examination period and will cover material from both semesters. Students will answer two questions from a choice of four in two hours. Feedback to Students on Examination General feedback will be provided following the examination via Blackboard on how each question was answered and on overall class performance.

Special Assessment (for exchange students departing at end of semester 1) Exchange students taking only the first semester of PMC should complete the assignment below, which will represent 100% of their assessment for this course. Assignment Write a review of Chris Greys book A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Organizations (2008). The key thing to bear in mind is that a book review is not simply a summary, but should be an informed commentary on the book. In addition to describing the book, you are expected to respond to the argument set out by the author, agreeing or disagreeing with the thesis set out and finally offering an overall judgement on the quality, persuasiveness and intellectual contribution of the text. Questions you should address in your review include the following; 1. What is the subject or topic of the book? How would you describe the authors approach to the subject? 2. What is the thesis i.e. the main argument of the book? If the author wanted you to get one idea from the book, what would it be? 3. How does the author support her argument? What evidence does s/he use? Do you find that evidence convincing? Does the author's interpretation of evidence conflict with other books you've read, courses you've taken or just previous assumptions you had of the subject? 4. How does the author structure her argument? What are the parts that make up the whole? 5. Does the argument make sense? Does it persuade you? Why or why not? How does it compare or contrast to the world you know? What has the book accomplished? Importantly, writing a book review is never JUST about the book in question you need to consider the background to the book and possibly the author also, the intellectual debates which frame the argument and to which the author is contributing/responding. You might therefore consider the following questions; 1. Who is the author? Why is s/he writing this book? 2. What field does the book emerge from? Does it belong to a particular genre? What other books belong to this field, and how does the book compare to/differ from these? 3. Does it conform to or depart from the conventions of its genre? A typical structure for a book review might be; Introduction Summary and Context Analysis Evaluation Conclusion

Assignment Submission Reviews must be no longer than 2000 words. Deadline: 5pm on 14th December 2012 Reviews should be submitted via Blackboard. Feedback will be provided via Blackboard/Turnitin by 18th January 2013 Penalties for Late or Non-Submission of Assignments Unexcused late submission of assessed work will be penalised in order to avoid the unfair advantaging and disadvantaging of students.

Penalties for late submission are as follows: Submission after the designated deadline on the day of submission For any piece of assessed coursework submitted after the designated deadline on the day of submission: (i) a penalty of 5 marks will be deducted from the mark for the piece of assessed work if the work is submitted after the designated deadline but on the same day of submission; For example, assuming the coursework deadline is 2.00pm and the maximum number of marks to be gained is 100, if you submit your coursework at 2.15pm and you would normally get a mark of 65% a mark of 60% would be given. (ii) a penalty of 10 marks will be deducted from the mark for the piece of assessed work if it is submitted the day after the day of submission; For example, assuming the maximum number of marks to be gained is 100, if the coursework would normally get a mark of 65% and is submitted a day late, a mark of 55% will be given. and then (iii) a penalty of 5 marks per day thereafter including weekends and Bank Holidays. This will be regardless of how much the assessed work counts towards the final mark. Weekends count as two days. Submission after a week (7 days) After a week (7 days) a mark of zero will be given. Weekends will count as two days.

Plagiarism: Please refer to the section on plagiarism in your handbook Feedback Students who would like to receive formative feedback may write and submit a practice essay via Blackboard. This essay is not compulsory and will not form part of the overall assessment for the course, but you will receive individual feedback to help you to improve your research and writing technique before you submit assessed work for this course.

Define the five dimensions of Ritzers McDonaldization thesis. Drawing on your own experience and also your wider reading, what evidence is there of McDonaldization within Higher Education (in the UK or in another country with whose system you are familiar)? Deadline: 2nd November, 5pm Word limit: 2000 words Formative feedback on all submitted essays will be provided by mid November. Marking Criteria 70+ 1st: An excellent answer, showing a high degree of mastery of the subject matter, with a well-developed ability to analyse, synthesise and apply knowledge and concepts. The answer is well directed and relevant to the question set. It is free of all but very minor errors, with a high level of technical competence. There is evidence of critical reflection, and of ability to tackle questions and issues not previously encountered. Evidence of wider reading. Ideas are expressed clearly and written with authority and insight. 60-69 2.1: A good piece of work, showing a sound and thorough grasp of the subjectmatter, though possibly lacking in the breadth and depth required for a first-class mark. A good attempt at analysis, synthesis and application of knowledge and concepts, but may be more limited in scope than that required for a mark of 70+. Most aspects of the question set are covered. Work is generally technically competent, but there may be a few gaps leading to some errors. Some evidence of critical reflection, and the ability to make a reasonable attempt at tackling questions and issues not previously encountered. Ideas are expressed with clarity, with some minor exceptions. 50-59 2.2: A fair piece of work, showing grasp of major elements of the subject matter but with some gaps or areas of confusion. Only the basic ideas of the question set are covered. The attempt at analysis, synthesis and application of knowledge and concepts is superficial, with a heavy reliance on course materials. Work may contain some errors, and technical competence is at a routine level only. Ability to tackle questions and issues not previously encountered is limited. Little critical reflection. Some confusion and immaturity in expression of ideas. <50 3rd: A poor piece of work, showing some familiarity with the subject matter, but with major gaps and serious misconceptions. Only some of the basic requirements of question are achieved. There is little or no attempt at analysis, synthesis or application of knowledge, and a low level of technical competence, with many errors. Difficulty in beginning to address questions and issues not previously encountered. Inability to reflect critically on an argument or viewpoint. Ideas are confused, poorly expressed and structured. <40 Fail: Not of a passable level. A poor piece of work, showing little or no familiarity with the subject matter. Almost no relevance to the question set. Total inability in beginning to address the question. Answer frequently incoherent. Methods of Feedback from Students/Course Evaluation Students are encouraged to provide informal feedback on the course as it proceeds to the Damian Hodgson, the seminar leader, or via the Blackboard bulletin board. There will be a formal review of the course at the end of the year, and responses to which will be posted on Blackboard.

Week 1

Studying People, Management and Change

Core Reading:

Grey, C. (2008) A Very Short... Introduction: Why Studying Organizations Matters to Me

Further Reading:

Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 1 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 1 and 3

Week 2

Managing Rationalities: Management and Modernity

Core Reading:

Grey, C. (2008) A Very Short... Chapter 1: Bureaucracy and Scientific Management Thompson, P. and McHugh, D. (2009) Work Organisations Chapters 2 and 3 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 4 and 13
Further Reading:

Hales, C. (1993) The Search for Rationality: Bureaucracy and Bureaucratisation in Managing Through Organisations London: Thomson Learning Albrow M. (1992) Sine Ire et Studio Or do organizations have feelings? in Organization Studies 13(3): 313-329 Bendix, R. (1956) Work and Authority in Industry Berkeley, CA.: University of California Press Bauman, Z. (1989) Modernity and The Holocaust London: Polity
Other Links

http://www.bbc.co.uk/programmes/b00tdn2h Radio 4 programme on Weber and disenchantment http://www.youtube.com/watch?v=BcvSNg0HZwk BBC on Milgrams experiment http://www.prisonexp.org/ Reenacting the Stanford prison experiment
http://www.faculty.rsu.edu/~felwell/Theorists/Weber/Whome.htm#words On Weber.

Week 3

Managing Rationalities: Back to the McFuture?

Core Reading:

Grey, C. (2008) A Very Short... Chapter 1: Bureaucracy and Scientific Management Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 4 and 13 Thompson, P. and McHugh, D. (2009) Work Organisations Chapters 2 and 3
Further Reading

Ritzer, G. (1996/2004) The McDonaldization of Society London: Pine Forge Press Further Reading: Salaman, G. (1992) Work Design and Corporate Strategies in Political and Economic Forms of Modernity Allen, J. Braham, P. and Lewis, P. Milton Keynes: Open University Press Chapter 7 pp. 330-83 Smart, B. (ed.) (1999) Resisting McDonaldization. London: Sage Taylor, P and Bain, P (1999), An Assembly Line in the Head: Work and Employee Relations in a Call Centre, Industrial Relations Journal, 30, 2, 101 Roy, D. (1969) Making Out: A Workers Counter-System of Control of Work Situation and Relationships in Industrial Man Burns, T. (ed.) Harmondsworth: Penguin Beynon, H. (1984) Working for Ford Harmondsworth: Penguin
Other Links http://www.mcdonaldization.com/ McDonaldization activist site http://www.mcspotlight.org/people/interviews/ritzer_george.html Interview with George

Ritzer you might want to check out the rest of McSpotlight http://www.uta.edu/huma/illuminations/kell30.htm A critique of Ritzers thesis
http://cmsorg.wikispaces.com/Scientific+Management+teaching+resource On Taylor and Taylorisation. http://www.youtube.com/watch?v=vScsMF6GJBU&feature=fvw Footage of Fordism in

action

Week 4

Managing People: Hearts and Minds

Core Reading:

Grey, C. (2008) A Very Short... Chapter 2: Human Relations Theory and People Management Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 4 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 6 and 12
Further Reading:

Roberts, J (1984) The Moral Character of Management Practice, Journal of Management Studies, 21, 3, 287 Cullen, D. (1997) Maslow, Monkeys and Motivation Theory in Organization 4(3): 355373 OConnor, E. (1999) Minding the Workers: The Meaning of Human and Human Relations in Elton Mayo in Organization 6(2): 223246 Walton, R. E. (1985) From Control to Commitment in the Workplace in Harvard Business Review March-April pp. 77-84 Watson, T. (1996) Motivation: Thats Maslow, Isnt It? Management Learning 27(4): 447-64 Rose, M. (1988) Part III: Reassessing Human Relations in Industrial Behaviour: Theoretical Development Since Taylor Harmondsworth: Penguin (pp. 103-74)
Other Links http://www.library.hbs.edu/hc/hawthorne/ Harvard archive on Hawthorne Study

Week 5

Critical Management Studies: The Corporation

Core Reading: None - just watch the film itself (in lecture or available free on Youtube and elsewhere) Other Links http://www.thecorporation.com/ http://www.corpwatch.org/

Week 6

READING WEEK

Week 7

Labour Process Theory

Core Reading:

Thompson, P. and McHugh, D. (2009) Work Organisations Chapters 8 plus chapter 27-28 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 2 and 16 Grey, C. and H. Willmott, Eds. (2005). Critical management studies: a reader. Oxford, Oxford University Press. (Also available at www.dawsonera.com )
Further Reading

Kitay, J. (1997) The Labour Process: Still Stuck? Still a Perspective? Still Useful? (hyperlink) Electronic Journal of Radical Organisation Theory. 3(1) Littler, C. and Salaman, G. (1982) Bravermania and Beyond: Recent Theories of the Labour Process in Sociology 16 (2) pp. 251-269 O'Doherty, D. and H. Willmott (2001). "Debating Labour Process Theory: The issue of subjectivity and the relevance of poststructuralism." Sociology 35(2): 457-476. O'Doherty, D. and H. Willmott (2009). "The Decline of Labour Process Analysis and the Future Sociology of Work." Sociology 43(5): 931-951.
Other Links http://www.ilpc.org.uk/ Labour Process Conference website http://links.org.au/node/1776 Superb video illustrating David Harveys critical take on

the current crisis

Week 8

Introducing Critical Management Studies

Core Reading:

Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 9, plus chapters 27-28 Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 15 Grey, C. and H. Willmott, Eds. (2005). Critical management studies: a reader. Oxford, Oxford University Press. (Also available at www.dawsonera.com)
Further Reading

Fournier, V. and C. Grey (2000). "At the critical moment: Conditions and prospects for critical management studies." Human Relations 53(1): 7-32. Parker, M. (1995). "Critique in the Name of What - Postmodernism and Critical Approaches to Organization." Organization Studies 16(4): 553-564. Thompson, P. and S. Ackroyd (1995). "All Quiet on the Workplace Front? A Critique of Recent Trends in British Industrial Sociology." Sociology 29(4): 615-633. Spicer, A., M. Alvesson and D. Karreman (2009). "Critical performativity: The unfinished business of critical management studies." Human Relations 62(4): 537560.
Other Links www.criticalmanagement.org A great resource for information on CMS http://group.aomonline.org/cms/ CMS division of Academy of Management

Week 9

Corporate Social Irresponsibility

Core Reading:

Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 5 Grey, C. (2008) A Very Short... Conclusion Banerjee, S.B. (2008). Corporate social responsibility: The good, the bad and the ugly. Critical Sociology, 34 (1): 51-79.
Further Reading

Zadek, S. (2004) 'The path to corporate responsibility', Harvard Business Review, 82, pp. 125-132. Porter ME, Kramer MR. (2006) Strategy & society: the link between competitive advantage and corporate social responsibility. Harvard Business Review 84(12): 78 92. Blowfield, M. (2005) 'Corporate Social Responsibility: The failing discipline and why it matters for International Relations', International Relations, 19, (2), pp. 173-192. Shamir, R (2004) The De-Radicalization of Corporate Social Responsibility Critical Sociology 30(3): 669-689 Banerjee, S.B. (2007). Corporate Social Responsibility: The Good The Bad and The Ugly. Cheltenham: Edward Elgar.
Other Links

http://www.corporatewatch.org.uk/?lid=2688 CSR or PR? http://money.howstuffworks.com/10-great-moments-corporate-malfeasance.htm http://tinyurl.com/25tjta8 The free market case against CSR

Week 10

Critique and the Business School

Core Reading:

Grey, C. (2008) A Very Short... Chapter 6: Business Schools and the Myth of Management Education Wilson, F.M. (2010) Organizational Behaviour and Work Introduction
Further Reading:

Dunne, S., Harney, S. and Parker, M. (2008) Speaking Out: The Responsibilities of Management Intellectuals: A Survey Organization 15(2); 271Grey, C. and N. Mitev (1995). "Management Education - a Polemic." Management Learning 26(1): 73-90. Currie, G., D. Knights, et al. (2010). "Introduction: A Post-crisis Critical Reflection on Business Schools." British Journal of Management 21(s1): s1-s5. Ford, J., N. Harding, et al. (2010). "Who is it That Would Make Business Schools More Critical? Critical Reflections on Critical Management Studies." British Journal of Management 21(s1): s71-s81. Vince, R. (2010). "Anxiety, Politics and Critical Management Education." British Journal of Management 21(s1): s26-s39. Gabriel, Y. (2009). "Reconciling an Ethic of Care with Critical Management Pedagogy." Management Learning 40(4): 379-385. Antonacopoulou, E. (2010). "Making the Business School More 'Critical': Reflexive Critique Based on Phronesis as a Foundation for Impact." British Journal of Management 21(s1): s6-s25. Currie, G. and D. Knights (2003). "Reflecting on a Critical Pedagogy in MBA Education." Management Learning 34(1): 27-49.
Other Links http://www.guardian.co.uk/business/blog/2008/oct/10/creditcrunch-marketturmoil http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=403696&c=1 http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=404398&c=1 http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=403676&c=1

Week 11

Contemporary Management Theory in a Critical Perspective

Core Reading:

Grey, C. (2008) A Very Short... Chapter 5: Fast Capitalism and the End of Management Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 14 Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 12

Week 12 Post-Bureaucracy and Change Core Reading: Grey, C. (2008) A Very Short... Chapter 4: Post-Bureaucracy and Change Management Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 13-15 and especially chapter 24 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 12 and 14 Further Reading Barker, J. R. (1993) Tightening the Iron Cage: Concertive Control in Self-managing Teams Administrative Science Quarterly 38 408-437. Heckscher, C. (1994) Defining the post-bureaucratic type, in The Post-Bureaucratic Organization: New Perspectives on Organizational Change Heckscher, C. & Donnellon, A. London: Sage Burnes, B. (2004). "Kurt Lewin and the Planned Approach to Change: A Re-appraisal." Journal of Management Studies 41(6): 977-1003. Sturdy, A. and C. Grey (2003). "Beneath and beyond organizational change management: Exploring alternatives." Organization 10(4): 651-662. Other Links http://www.youtube.com/watch?v=hcz1aZ60k7w Nice summary of the problems of early change management theory with surreal cartoons.
http://www.bbc.co.uk/radio4/factual/thinkingallowed/thinkingallowed_20060118.shtml

Excellent Richard Sennett interview from Radio 4 See also special issue of Journal of Organizational Change Management; 2006, Volume: 19 Issue: 1, in particular articles by McSweeney and by Hopfl

Week 13

Organisational Culture
Core Reading:

Grey, C. (2008) A Very Short... Chapter 3: Organizational Culture and SelfManagement Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 11. Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 11
Further Reading:

Meyerson, D. and Martin, J. (1987) Cultural Change: An Integration of Three Different Views in Journal of Management Studies 24 (6) Smircich, L. (1983) Concepts of Culture and Organizational Analysis in Administrative Science Quarterly 28 (3) pp. 339-358 Willmott, H. (1993). "Strength Is Ignorance - Slavery Is Freedom: Managing Culture in Modern Organizations." Journal of Management Studies 30(4): 515-552.
Other Links http://www.guardian.co.uk/g2/story/0,,518724,00.html A strong culture at Orange?

Week 14

Peoples Choice: Audiovisual Session

Capitalism: A Love Story (Michael Moore, 2009) Inside Job (Charles Ferguson, 2010) Enron: The Smartest Guys in the Room (Alex Gibney, 2006) .

Week 15

Identity, Emotions and Self-Management

Core Reading:

Grey, C. (2008) A Very Short... Chapter 3: Organizational Culture and SelfManagement Thompson, P. and McHugh, D. (2009) Work Organisations Chapters 23 and 25 Wilson, F.M. (2010) Organizational Behaviour and Work Chapters 11 and 18
Further Reading

Hochschild, A. R. (2003). The Managed Heart: The commercialization of human feeling. Berkeley, CA: University of California Press. Bolton, S. C. and C. Boyd (2003). "Trolley Dolly or Skilled Emotion Manager? Moving on from Hochschild's Managed Heart." Work, Employment & Society 17(2): 289-308. Hughes, J. (2005). Bringing Emotion to Work: Emotional intelligence, employee resistance and the reinvention of character. Work, Employment and Society, 19(3): 603-625. Fleming, P., & Sturdy, A. (2011). 'Being Yourself' in the Electronic Sweatshop: New forms of normative control. Human Relations, 64(2): 177-200. Fleming, P. and Sturdy, A. (2009). 'Just Be Yourself!' Towards Neo-Normative Control in Organizations? Employee Relations, 31 (6): 569-583
Other Links

TBC

Week 16

Sex and Work: A Critical Case

Core Reading:

Thompson, P. and McHugh, D. (2009) Work Organisations Chapter 10 Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 5
Further Reading

Alvesson, M. and Billing, Y.D. (2000) Questioning the Notion of Feminine Leadership: A critical perspective on the gender labelling of leadership Gender, Work and Organization 7(3): 144-57 Hodgson, D. (2003). "'Taking it Like a Man': Masculinity, Subjection and Resistance in the Selling of Life Assurance." Gender, Work and Organization 10(1): 1-21. Collinson, D. & Hearn, J. (1996) Men as Managers, Managers as Men: Critical perspectives on men, masculinities, and management, London : Sage. Noon, M. and Blyton, P. (1997) Unfair Discrimination at Work in The Realities of Work London: Macmillan Webb, J. (1997) The Politics of Equal Opportunity in Gender, Work and Organization 4 (3) pp. 159-169 Wajcman, J. (1996) Desperately Seeking Differences: Is Management Style Gendered? in British Journal of Industrial Relations 34 (3) pp. 333-349
Other Links

TBC

Week 17

Management Fads, Fashions and Faith

Core Reading:

Grey, C. (2008) A Very Short... Chapter 6: Business Schools and the Myth of Management Education Wilson, F.M. (2010) Organizational Behaviour and Work Chapter 17
Further Reading:

Barley, S.R. and Kunda, Gideon (1992) Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse in Administrative Science Quarterly 37: 363-99 Abrahamson, E. (1996) Management Fashion in Academy of Management Review 21: 254-285 Kieser, A. (1997) Rhetoric and Myth in Management Fashion in Organization 4: 4974 Spell, C. S. (2001). "Management fashions - Where do they come from, and are they old wine in new bottles?" Journal of Management Inquiry 10(4): 358-373. Ramsay, Harvie (1996) Managing Sceptically: a Critique of Organizational Fashion in The Politics of Management Knowledge (eds.) Clegg, S.R. and Palmer, G. London: Sage Huczynski, A. (1996) Management Gurus: What Makes Them and How to Become One London: ITP Collins, D. (2000) Management Fads and Buzzwords: Critical/Practical Perspectives London: Routledge
Other Links http://www.work911.com/articles/mgmtfad.htm http://www.wordspy.com/index/subjects.asp See Business http://women.timesonline.co.uk/tol/life_and_style/women/the_way_we_live/article58602 32.ece Scepticism in the media

http://www.theonion.com/articles/manager-achieves-full-mastery-of-pointlessmanager,2622/ .

Week 18

Module Review and Exam Workshop

Seminars: People, Management and Change 2012-13 SEMESTER ONE Week 2 Managing Rationalities: Management and Modernity Either read the paper by Stanley Milgram at;
http://home.swbell.net/revscat/perilsOfObedience.html

OR Read the account of the Stanford Prison Experiment at;

http://www.prisonexp.org/

Week 4

Managing People: Hearts and Minds Roberts, J. The Moral Character of Management Practice in Journal of Management Studies (1984) Vol. 21 No. 3 pp. 287-303 The Corporation Friedman, M. (1970) The Social Responsibility of Business is to Increase its Profits The New York Times Magazine, September 13, 1970.
http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-respbusiness.html

Week 7

Week 9

Introducing Critical Management Studies Adler , P.S., Forbes, L.C. and Willmott, H. (2006) Critical Management Studies: Premises, Practices, Problems, and Prospects available on Blackboard Critique and the Business School Dunne, S., Harney, S. and Parker, M. (2008) Speaking Out: The Responsibilities of Management Intellectuals: A Survey Organization 15(2); 271SEMESTER TWO

Week 11

Week 2 Week 4

Reorientation: Beyond Grey Please print off your essay with comments and bring to the class Organisation Culture and Post-Bureaucracy Bunting, M. (2004) Missionary Management in Willing Slaves: How the Overwork Culture is Ruling Our Lives London: Harper Perennial pp. 89-118. Identity, Emotions and Self-Management Fleming, P. and Sturdy, A. (2009). 'Just Be Yourself!' Towards NeoNormative Control in Organizations? Employee Relations, 31 (6): 569-583 Management Fads, Fashions and Faith Kieser, A. (1997) Rhetoric and Myth in Management Fashion in Organization 4: 49-74 Revision Discussion

Week 6

Week 8

Week 10