Literature Review - Managerial Skills

2326 Words Nov 28th, 2012 10 Pages
LiIntroduction

History of Management Tanz (2003) provided a brief history of management over the period 1909 to 2001. He notes that despite all the advancement of almost a century we still do not know what quantifies management, and alludes that maybe some theorist in the next century will come along and discover the key to managing. Tanz (2003) accredits Peter Drucker as the most influential and wide ranging management thinker of the 20th century. Drucker’s work is still being used today in many organizations. Tanz (2003) also makes mention of Frederick Winslow Taylor who created “Taylorism” which encouraged management to see employees as replaceable. There was a big change in the late 1920’s to another style of management,
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Of interest are his findings on human development. Browne covers both technical and human development. He looks at human development over time and human’s willingness to continually adjust and adapt learning principles based on our environment. Browne also touches on executive development, technological organization and career development as a factor in employee and employer communications.

Morton, Brookes, Smart, Backhouse and Burns (2004) introduce teams, organizational structure and the boundaries of organizational grouping. This research paper concentrates on informal social networks and in group communication. Also covered are team members and the varying skills each individual brings to a group effort and the potential for improving organizational performance.

Managing Brumback (2010) looks at the old management style of narrowed training and experience, no product allegiance, savvy, imagination or vision. This type of management style no longer exists as todays manager are required to be involved in strategic planning, directing the organization and themselves. Brumback defines management as follows: management should exclusively mean a process of getting work done and, more precisely, getting work done by self-managing individuals at lower levels, with everyone being a performance manager and no one being above or having authority over another. He critiques Henry Mintzberg’s book written on the topic of Managing, specifically his
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