The Making of the Modern Manager : Mapping Management Competencies From the First to the Fourth Industrial Revolution

Management is a constellation of concepts and ideas. Its many definitions span the boundaries of leadership and strategy on the one hand and business administration on the other; from people management to P&L accounts, to both change and stability, sometimes simultaneously. There are few concepts that have attracted as much business interest as the management of organisations. Presenting a wide, deep and engaged body of research about management, this book explores how management competencies have developed over time and whether these are still relevant to the management of contemporary organizations. The author addresses this question by tracing the evolution of management competencies from the First to the Fourth Industrial revolution, investigating the role and style of managers in each 'revolution' and in multiple geographies. Ultimately, this book suggests that that five 'core management competencies; will be relevant as the Fourth Industrial Revolution gathers momentum. Paul Turner has held Professorial appointments at Universities in Leeds, Birmingham, Nottingham and Cambridge. His business career included Executive and Director positions in FTSE and Fortune companies, and he was Vice President of the CIPD. Paul is the author or co- author of Employee Engagement, Leadership in Healthcare, Talent Management in Healthcare, Make Your People Before You Make Your Products, Workforce Planning, The Admirable Company, Talent Strategy, Management and Measurement, Organisational Communication and HR Forecasting and Planning Acknowledgements Contents About the Author List of Figures List of Tables Introduction References 1: What Is Management; What Do Managers Do? On the Nature of Philosophy and Speculation On the Nature of Industrial Revolutions On the Evolution of Management Practice On the Evolution of Management Theory Taylor, Ford, Fayol and the Rise of Scientific Management Follett, Barnard and the Rise of Behavioural Management Drucker and Management Science Management as Practice A Managerial Paradigm Shift The Structure of the Book References 2: Management During the First Industrial Revolution: European Pioneers—The Genesis of Modern Management Strange and Interesting Things Management Challenges During the First Industrial Revolution Take-up or Take-off—A Sequence of Challenge and Response in Technology The Challenge of the Free Movement of Labour A Note on the Shameful Practice of Child Labour Contextual Competences of Managers During the First Industrial Revolution—‘Bricks and Mortals’ Core Management Competences During the First Industrial Revolution References 3: Management During the Second Industrial Revolution: American Gods and Scientific Management The Decline of the Rich Old Firms The Second Great Divergence Management Challenges During the Second Industrial Revolution—The Challenge of Growth and Scale Production Management Challenges During the Second Industrial Revolution—The Human Challenge of Mass Production and Mechanisation Contextual Competences of Managers During the Second Industrial Revolution Core Competences of Managers During the Second Industrial Revolution References 4: Management During the Third Industrial Revolution: Asian Tigers and Global Players Automation—‘A Lot of Science Fiction’ The Second Wave of Fordist Development The Third Industrial Revolution Asian Dragons, Asian Tigers and Global Players Management Challenges During the Third Industrial Revolution The Nature of Contextual and Core Competences in Asia Contextual Competences During the Third Industrial Revolution Core Management Competences During the Third Industrial Revolution References 5: The Fourth Industrial Revolution Technology Innovation and Boundaryless Trade Characteristics of the Fourth Industrial Revolution A Fundamental Change in the Way We Live A Fundamental Change in the Way We Work The Transformation of Organisations Management Challenges in the Fourth Industrial Revolution—Continuous, Disruptive Change Visioning the Organisation of the Future The Impact of the Pandemic Contextual Management Competences During the Fourth Industrial Revolution Core Management Competences During the Fourth Industrial Revolution References 6: Core Management Competences—Preparing for the Future Infinite Possibilities and Profound Implications Disruptive Change and Developing Ideas Management Challenges and Contextual Competences from the Four Industrial Revolutions Success Depends on the Sum Total of the Core Competences of Individuals Core Management Competences During the Four Industrial Revolutions Core Management Competences of the Past; Core Management Competences of the Future? References 7: Management Competence for the Fourth Industrial Revolution—Demonstrates Agile Governance and Adaptability to Make Change Work Effectively ‘Willingness to Change Is a Strength’ ‘N-Step’ Concept of Change Management Individual Change and the Role of the Manager Business Objectives Are the Drivers, Change Management Is the Process and Agile Governance Is the Enabler Knowledge and Skills for the Core Management Competence of ‘Demonstrates Agile Governance and Adaptability to Make Change Work Effectively’ Attitudes and Behaviours for the Core Management Competence of ‘Demonstrates Agile Governance and Adaptability to Make Change Work Effectively’ References 8: Management Competence for the Fourth Industrial Revolution: Collaborates to Create and Share Knowledge and Information Convergence and the Unknown Unknowns Knowledge Is the Answer, Collaboration Is the Key Explicit and Tacit Knowledge ‘Loosening Control Without Losing Control’ Knowledge and Skills for the Core Management Competence of ‘Collaborates to Create and Share Knowledge and Information’ Attitudes and Behaviours for the Core Management Competence of ‘Collaborates to Create and Share Knowledge and Information’ References 9: Management Competence for the Fourth Industrial Revolution: Engages and Develops the Workforce Insight, Intuition and Hunch Employee Engagement: Vigour, Dedication and Absorption Employee Development: A Whole Workforce Approach Knowledge and Skills for the Core Management Competence of ‘Engages and Develops the Workforce’ Attitudes and Behaviours for the Core Management Competence of ‘Engages and Develops the Workforce’ References 10: Management Competence for the Fourth Industrial Revolution: Integrates Multiple Systems and Processes and Seeks Continuous Improvement Managers: A Community of Change Practitioners Systems Integration: Character, Capacity and Technical Knowledge Continuous Improvement: From Practice Observation to Scientific Analysis The Human Perspective: A Prerequisite for Technological Integration Knowledge and Skills for the Core Management Competence of ‘Integrates Multiple Systems and Processes and Seeks Continuous Improvement’ Attitudes and Behaviours for the Core Management Competence of ‘Integrates Multiple Systems and Processes and Seeks Continuous Improvement’ References 11: Management Competence for the Fourth Industrial Revolution: Takes Effective Action to Deliver Results Talent Is Not Recognised by Cause But by Effect Management Action: Pace, Space and Scope What Counts and What to Do About It Goal Setting and Resource Allocation Feedback: Measures and Achievements Knowledge and Skills for the Core Management Competence of ‘Takes Effective Action to Deliver Results’ Attitudes and Behaviours for the Core Management Competence of ‘Takes Effective Action to Deliver Results’ References 12: The Making of the Modern Manager: Core Management Competences and Their Attributes Management: A Palimpsest of Overlapping Activities Four Industrial Revolutions and Management Challenges Four Industrial Revolutions and Management Responses—Theory and Practice Four Industrial Revolutions—Management Competences Four Industrial Revolutions—Competence Attributes and Requirements Conclusion—The Making of the Modern Manager References Index Management is a constellation of concepts and ideas. Its many definitions span the boundaries of leadership and strategy on the one hand and business administration on the other; from people management to P & L accounts, to both change and stability, sometimes simultaneously. There are few concepts that have attracted as much business interest as the management of organisations. Presenting a wide, deep and engaged body of research about management, this book explores how management competencies have developed over time and whether these are still relevant to the management of contemporary organizations. The author addresses this question by tracing the evolution of management competencies from the First to the Fourth Industrial revolution, investigating the role and style of managers in each revolution and in multiple geographies. Ultimately, this book suggests that that five core management competencies; will be relevant as the Fourth Industrial Revolution gathers momentum. Paul Turner has held Professorial appointments at Universities in Leeds, Birmingham, Nottingham and Cambridge. His business career included Executive and Director positions in FTSE and Fortune companies, and he was Vice President of the CIPD. Paul is the author or co- author of Employee Engagement, Leadership in Healthcare, Talent Management in Healthcare, Make Your People Before You Make Your Products, Workforce Planning, The Admirable Company, Talent Strategy, Management and Measurement, Organisational Communication and HR Forecasting and Planning