Jean-Etienne Joullié

Managerialism has often been defined as an ideology, according to which the effective and efficient running of commercial firms, not-for-profit organizations and public administrations is delivered by individuals who possess superior formal knowledge and expertise in management. Arguing to their exclusive education, managers deprive employers and employees of decision-making power and ensconce themselves systematically in the power structure of workplaces to advance their own interests and agenda. The central thesis of Overcoming Managerialism is that resisting and overcoming managerialism necessitates the re-establishing of the conceptual distinction between power and authority. Second, it requires the rehabilitating of authoritative management as a protection against authoritarian practices. Authority, properly conceived, redirects power to technical experts and professionals and thereby limits managerial power. The authors discuss ten contentions which, taken together, represent a theory of the foundation of management in which authority, power and rhetoric are central concepts. This book combines academic scholarship with a readable critique of managerialism. It will be of interest to both management scholars and students.

Managerialism has often been defined as an ideology, according to which the effective and efficient running of commercial firms, not-for-profit organizations and public administrations is delivered by individuals who possess superior formal knowledge and expertise in management. Arguing to their exclusive education, managers deprive employers and employees of decision-making power and ensconce themselves systematically in the power structure of workplaces to advance their own interests and agenda. The central thesis of Overcoming Managerialism is that resisting and overcoming managerialism necessitates the re-establishing of the conceptual distinction between power and authority. Second, it requires the rehabilitating of authoritative management as a protection against authoritarian practices. Authority, properly conceived, redirects power to technical experts and professionals and thereby limits managerial power. The authors discuss ten contentions which, taken together, represent a theory of the foundation of management in which authority, power and rhetoric are central concepts. This book combines academic scholarship with a readable critique of managerialism. It will be of interest to both management scholars and students.

The book's premise is that the theories taught in management schools are based on unacknowledged philosophical perspectives that are significant not so much for what they explain, but for what they assume. Rarely made explicit, these perspectives cannot be reconciled, with the result that the study of management has been dominated by contradictions and internecine intellectual warfare. However, the ability critically to analyze these diverse perspectives is essential to practicing and aspiring managers if they are to evaluate expert opinion. Moreover, since management is primarily an exercise in communication, managing is impossible in the darkness of an imprecise language, in the absence of moral references, or in the senseless outline of a world without intellectual foundations. Managing is a prime example of applied philosophy.

This book proposes a review of important Western philosophies and their significance for managers, management academics, and management consultants. Management theories taught in management schools that managers and consultants are supposed to apply are built upon different perspectives of the world, man, and society that are important not so much for what they lead to, but for what they assume. Although rarely made explicit, these assumptions cannot be reconciled and are at the source of many incompatibilities that management academia has been busy ignoring or obfuscating. The ability to evaluate critically these perspectives is essential to managers if they are to make sense of what experts profess, however. Moreover, since management is primarily an exercise in communication, managing is impossible in the darkness of an imprecise language, in the absence of moral references or in the senseless outline of a world without intellectual bases. Managing is an applied philosophical activity; any attempt at repairing management academia and the practices it has produced must accept this conclusion as its premise.

Philosophy of Leadership has been written to arouse curiosity, not to satisfy it. The authors point out ideas about leadership which draw upon both ancient and modern wisdom. This book develops a philosophy of leadership by tracing the evolution of Western ideas from philosophical perspectives, ancient and modern.

The book proposes a critique of Nietzsche's works 'from within'. In doing so, it answers the continuing question asked by any reader of Nietzsche: Why did he decide not to write the major work he said he would write?

The book proposes a critique of Nietzsche's works 'from within'. In doing so, it answers the continuing question asked by any reader of Nietzsche: Why did he decide not to write the major work he said he would write?