The Making of Modern Management British

The authors provide an historical account of the evolution of modern management in the UK. The book draws on archival and secondary sources and addresses such issues as the particular context of management in the UK; the development of management as a profession; management and economic performance; and the spread of management education and ideas.

John F. Wilson is Professor of International Business, University of Central Lancashire. He is author of British Business History, 1720-1994 (Manchester University Press, 1995) and Ferranti. A History, Vol. I, Building a Family Firm, 1882-1975 (Carnegie Publishing, 2000). Andrew W. Thomson was formerly Dean of the Open University Business School. He is author of Changing Patterns of Management Development (with C.Mabey, J.Storey, C. Gray and P. Iles, Blackwell, 2001), A Portrait of Pay, 1970-1982: An Analysis of the New Earnings Survey (edited with M. Gregory, Clarendon Press, 1990).

Preface

xi

List of Figures

xiv

List of Tables

xv

Abbreviations

xvi

PART I. Introduction

1. An Introduction to British Management History

3

(22)

Introduction

3

(1)

The Aims of the Book

4

(2)

The Origins of Management

6

(2)

Modern Management

8

(3)

The Evolution of Structure

11

(6)

The Managers

17

(4)

A Periodization of the Development of Modern Management in Britain

21

(2)

The Economic Background

23

(1)

Conclusions

24

(1)

2. A Theoretical and Thematic Framework

25

(26)

Introduction

25

(1)

Management in the Theory of the Firm

26

(2)

Schools of Management Thought

28

(3)

Managerial Approaches to Problems

31

(1)

Models of Organizational Growth

32

(5)

The 'Drivers' of Management Growth

37

(4)

The Themes of the Book

41

(5)

Conclusions

46

(5)

PART II. Management and Organizations

3. British Management and Organization up to the 1940's

51

(24)

Introduction

51

(1)

Industrialization and Management to the 1870's

51

(5)

The Rise of Big Business

56

(9)

Interwar Progress?

65

(4)

The Banking Sector

69

(4)

Conclusions

73

(2)

4. Comparative Management Systems up to the 1940's

75

(33)

Introduction

75

(1)

The United States: Competitive Managerial Capitalism

76

(13)

Germany: Professional Proprietorial Capitalism

89

(9)

Japan: Collective Managerial Capitalism

98

(8)

Conclusions

106

(2)

5. British Management since the 1940's

108

(29)

Introduction

108

(1)

The 1940's and 1950's: Continuing Post-war Problems

108

(9)

The 1960's and 1970's: Dimensions of Change

117

(6)

The 1980's and 1990's: Managerial Capitalism

123

(6)

Conclusions

129

(8)

PART III. Managers in Context

6. Managers—The Social and Cultural Environment

137

(19)

Introduction

137

(1)

The Role of Elites

138

(1)

Public Attitudes towards Industry

139

(3)

State Attitudes towards Industry

142

(2)

The Psychology of Industrialists

144

(3)

Management as a Career

147

(2)

The Managerial Labour Market

149

(6)

Conclusions

155

(1)

7. The Development of Managers

156

(20)

Introduction

156

(1)

The Educational Context

157

(4)

Corporate Training and Development

161

(3)

The Role of Consultants in Development

164

(2)

Development through the Professional Institutes

166

(2)

Management Education and the Rise of the Business Schools

168

(3)

The Demand for Development

171

(2)

Conclusions

173

(3)

8. Managerial Thought and Institutions

176

(21)

Introduction

176

(1)

Early Managerial Thought

176

(3)

The Interwar Management Movement

179

(4)

Towards a Body of Knowledge

183

(3)

Professional Institutes for Management

186

(1)

The Central Institute in Management

187

(3)

Other Professional Institutes

190

(3)

Conclusions

193

(4)

PART IV. Managerial Functions

9. The Practice of Management—Labour

197

(19)

Introduction

197

(2)

Early Dependence on Subcontracting

199

(2)

The Rise of Organized Labour and the Loss of Managerial Control

201

(3)

The Formalization of Bargaining in the Interwar Period

204

(3)

The Post-war Battle to Control the Shop Floor

207

(3)

The Assertion of Managerial Control: 1985–Present

210

(3)

Conclusions

213

(3)

10. The Practice of Management—Marketing

216

(18)

Introduction

216

(2)

Early British Marketing—The Heyday of Merchanting to 1870

218

(2)

1870–First World War: The Rise of Branding and Advertising in a Consumer Society

220

(4)

The Interwar Period and the Beginnings of Institutionalization

224

(3)

Post-Second World War: Towards Strategic Marketing

227

(4)

Current British Marketing

231

(1)

Conclusions

232

(2)

11. The Practice of Management—Accounting and Finance

234

(21)

Introduction

234

(1)

Accountancy and Industrialization

235

(4)

Associations, Divisions, and Roles

239

(3)

The Emergence of Financial Capitalism

242

(4)

Accountants and Business

246

(4)

Conclusions

250

(5)

PART V. Conclusions and Reflections

12. Conclusions

255

(20)

Reflections on the Frames of Reference

255

(3)

The Persistence of Personal and Proprietorial Capitalism

258

(2)

Management, Organizational Structure, and Transaction Costs

260

(2)

Social Attitudes towards Management and Industry

262

(2)

The Slow Transition towards Professional Management

264

(3)

Managerial Growth and Change

267

(2)

Reflections on Managerial Capitalism and the Future

269

(6)

Bibliography

275

(18)

Index

293

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The Making of Modern Management British Management in Historical Perspective

Summary

Author Biography

Table of Contents

Supplemental Materials