Kirjahaku

How do Chinese managers learn to do their job? Management training has become a vital necessity for China under the economic reforms. This book, based on empirical study of the institutions involved, is the first to examine in depth the industrial and management training in China. It covers the period 1979 to 1989 during the 'Open Door' policy operated by the government. A period marked by the modernization attempts of industry.

China has become one of the fastest-growing economies ever seen in the world in recent times. In the last three decades, China has transformed itself from a command economy to a market one, albeit a nominally socialist one, and its management systems have been reformed accordingly. In the light of these changes, Malcolm Warner, one of the leading authorities on management in China, explores the past, present and future of Chinese management. The first part of the work examines the history of management practices in the ‘Middle Kingdom’, outlining the influence of traditional Chinese values, especially the Confucian inheritance, and the legacy of the imperial bureaucracy with its meritocratic examination system, as well as the role of industrialization and the influx of foreign-owned businesses in the late nineteenth century and the twentieth century. It next goes on to consider the current state of China’s management, showing how a new breed of manager has evolved since the beginning of Deng Xiaoping’s reforms in the late 1970s and 1980s. The resulting impact of this strategy which has continued into the 1990s and the 2000s, up to the present day, is then examined. The final part of the book concludes with reflections on how management in China is likely to develop in the near future, especially on how far it will converge with global practices or to what degree an indigenous form of management 'with Chinese characteristics' will prevail.

China has become one of the fastest-growing economies ever seen in the world in recent times. In the last three decades, China has transformed itself from a command economy to a market one, albeit a nominally socialist one, and its management systems have been reformed accordingly. In the light of these changes, Malcolm Warner, one of the leading authorities on management in China, explores the past, present and future of Chinese management. The first part of the work examines the history of management practices in the ‘Middle Kingdom’, outlining the influence of traditional Chinese values, especially the Confucian inheritance, and the legacy of the imperial bureaucracy with its meritocratic examination system, as well as the role of industrialization and the influx of foreign-owned businesses in the late nineteenth century and the twentieth century. It next goes on to consider the current state of China’s management, showing how a new breed of manager has evolved since the beginning of Deng Xiaoping’s reforms in the late 1970s and 1980s. The resulting impact of this strategy which has continued into the 1990s and the 2000s, up to the present day, is then examined. The final part of the book concludes with reflections on how management in China is likely to develop in the near future, especially on how far it will converge with global practices or to what degree an indigenous form of management 'with Chinese characteristics' will prevail.

Since publication in 1996 there have been tremendous advances in business and management which have necessitated the development of a new, improved second edition. IEBM 2nd Edition addresses these advances by updating all existing material as well as adding a great deal more. This revision means that the printed encyclopedia now fills 8 volumes with fifty percent more entries and four million words. Additional countries are profiled in the new edition and there are even more biographical profiles of influential management thinkers, making IEBM 2nd Edition bigger and better than ever. Full-length entries, equivalent to any secondary critical work or journal paper, serve as excellent introductions to the debates and literature of a given topic or concept. Each entry is fully cross-referenced and a further reading section is carefully annotated to indicate the level and importance of the work cited which proves especially useful for the student to take their research further.

The IEBM Handbook of Management Thinking comprehensively covers the people, concepts, terminology, methodology and practice that have shaped the modern management world. Accessible and informative, this one volume edition profiles international 'management gurus', theorists, researchers and practitioners, both historical and contemporary and evaluates their contribution to the field. Comprehensive and global in scope and content, this Handbook has been written by renowned international experts, including Jerald Hage, Charles Hampden-Turner, Bruce Kogut, Derek Pugh, Rosemary Stewart and Milan Zeleny, amongst many others. From Sun Tzu in ancient China right the way through to Gary Hamel and C.K. Prahalad on Strategy, Taichi Ohno on Just-In-Time and the contribution of Michael Hammer on Re-engineering, The IEBM Handbook of Management Thinking guides you through the evolution of management thinking and practice and to modern management as we know it today.