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The Making of Modern ManagementBritish Management in Historical Perspective$
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John F. Wilson and Andrew Thomson

Print publication date: 2006

Print ISBN-13: 9780199261581

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199261581.001.0001

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British Management since the 1940s

British Management since the 1940s

Chapter:
(p.108) 5 British Management since the 1940s
Source:
The Making of Modern Management
Author(s):

John F. Wilson (Contributor Webpage)

Andrew Thomson (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199261581.003.0005

Many of the drivers and the four themes examined in this book changed from a negative to a positive orientation during the period discussed in this chapter. By the 21st century, management had achieved a much enhanced status and the number of managers had almost quadrupled. Of particular importance are the widespread use of consultancy, moves towards internalization, improved management systems, the growth of staff and functional cadres, increased professionalism, the assertion of control in employment relations, and rapid structural change, including an increasing influence of the City. In broad terms, there was a persistence of pre-war characteristics up to the 1950s, significant change in the 1960s and 1970s, and the completion and consolidation of change in the 1980s and 1990s, resulting in the emergence of managerial capitalism and the substantial dominance of the M-form structure in large-scale organizations.

Keywords:   managerial capitalism, M-form, consultancy, internalization, control, professionalism

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