Robert R. Locke - Böcker

Every nation likes to believe myths about itself. Americans' belief in the superiority of their managerial know-how seemed to be among those most solidly based in reality. Yet, Locke argues, despite its universal claims, American managerialism has never been more than a cultural peculiarity, one moreover whose claims to superiority had not been proved but assumed, on the premise that the best economy must have the best management. That premise, moreover, has not served American managerialism particularly well, for in the 1970s a gap opened up between the mystique of American management and the reality of a mediocre American managerial performance. The 'mystique' collapsed and those looking for best practice began to look elsewhere. Locke traces the evolution of American management in the postwar era - the phenomenon once described by Churchill as that ` clear cut, logical, mass production style of thought'. He goes on to discuss in detail the views of such business writers as Chandler, Reich, Senge, and Deming. But the force of his critique rests on a thorough examination of alternative forms of management that grew up in West Germany and Japan during the past decades. He argues that these alternative management forms have done a better job managing capitalist economies since the 1970s than has American managerialism. In fact, Locke asserts that American managerialism has become so dysfunctional that it threatens to undermine the prosperity of the American people, and America's role in the future world order. But the book is not an essay in negativism. In the final chapter the author suggests ways that American management can follow in order to fulfil its original promise. Looking forward, Locke urges American management to unlearn much of the received wisdom and learn from the successes of others in order for the nation to enter the 21st Century with a management equal to the social and economic challenges. With an unusually wide-ranging knowledge of management and business thinking in the US, Germany, and Japan, and the historian's ability to stand back and take the longer view, Locke has written a powerfully argued, eminently readable, and challenging book.

This volume is a provocative study of how American-led entrepreneurship transformed business education in Europe. Starting with Silicon Valley's high-technology businesses, and examining business schools in France, Germany and the Czech Republic, the book shows how management education shifted in response to an increasingly entrepreneurial business context. Traditionally, training focused on learning about existing models and how to use them to best advantage; there was little room to embrace continuous change. New technologies have been liberating, enhancing variety and change in European business schools. The educational emphasis has turned now to thinking 'outside the box'- embracing technological solutions, and creating organizations in which constant transformation is an everyday phenomenon. This study is an important contribution, and will be of interest to academics, students, and practitioners who are concerned with how and why business is and should be taught today.

Traditionally, the legitimists of early Third Republican Prance have been dismissed as historical anachronisms. To arrive at a fuller understanding of these men, Robert R. Locke has used French public archives, libraries, and previously ignored private sources to investigate the divine right monarchists and the nature of their protest. Professor Locke concentrates on two hundred legitimists in the National Assembly of 1871. He identifies the legitimists socially and occupationally, and evaluates their response to such problems of modernization as industrialization, urbanization, bureaucratization. and democratization. The author analyzes legitimist ideas within the context of the immediate historical situation, and contrasts the social-economic background and mentality of the legitimists with that of other French and European monarchists. Far from being anachronisms, the legitimists of Professor Locke's study emerge as men of diverse social-economic origins who frequently accepted economic change and innovation--men who wanted to restore the old monarchy, but not necessarily the old regime.Their characteristics, the author shows, have an affinity with those of all groups who try to uphold traditional beliefs in a changing world. Originally published in 1974. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

Traditionally, the legitimists of early Third Republican Prance have been dismissed as historical anachronisms. To arrive at a fuller understanding of these men, Robert R. Locke has used French public archives, libraries, and previously ignored private sources to investigate the divine right monarchists and the nature of their protest. Professor Locke concentrates on two hundred legitimists in the National Assembly of 1871. He identifies the legitimists socially and occupationally, and evaluates their response to such problems of modernization as industrialization, urbanization, bureaucratization. and democratization. The author analyzes legitimist ideas within the context of the immediate historical situation, and contrasts the social-economic background and mentality of the legitimists with that of other French and European monarchists. Far from being anachronisms, the legitimists of Professor Locke's study emerge as men of diverse social-economic origins who frequently accepted economic change and innovation--men who wanted to restore the old monarchy, but not necessarily the old regime.Their characteristics, the author shows, have an affinity with those of all groups who try to uphold traditional beliefs in a changing world. Originally published in 1974. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

This volume is a provocative study of how American-led entrepreneurship transformed business education in Europe. Starting with Silicon Valley's high-technology businesses, and examining business schools in France, Germany and the Czech Republic, the book shows how management education shifted in response to an increasingly entrepreneurial business context. Traditionally, training focused on learning about existing models and how to use them to best advantage; there was little room to embrace continuous change. New technologies have been liberating, enhancing variety and change in European business schools. The educational emphasis has turned now to thinking 'outside the box'- embracing technological solutions, and creating organizations in which constant transformation is an everyday phenomenon. This study is an important contribution, and will be of interest to academics, students, and practitioners who are concerned with how and why business is and should be taught today.

Confronting Managerialism offers a scathing critique of the influence of neoclassical economics and modern finance on business school teaching and management practice. Locke and Spender show that responsible management has given way to ‘managerialism’, whereby an elite caste of businessmen disconnected from any ethical considerations call the shots.The book traces the loss of managers’ earlier social concerns, amply encouraged by management education’s transformation since the 1960's, especially in the US. It also questions not only the social ethics of the US management caste but its management efficacy compared to systems of management that are highly employee participatory and dependent, such as in Germany and Japan.A unique, topical and controversial look at a subject that impacts us all.