Sociology Index

MANAGERIAL REVOLUTION

Managerial revolution can be said to have begun in the 19th century when joint-stock companies began to emerge. Managerial revolution has brought about separation of management from ownership in corporate management in almost all countries. With managerial revolution, companies no longer had a single owner and managers emerged to control business operations. Managerial revolution transformed the workplace and values other than profit entered into business calculations and there would be greater harmony between workers and executives. The managerial revolution represents the emergence of an institutional structure inherently superior for all times and places to that of decentralized ownership and market exchange in all its forms.

Managerial revolution through which specific governments sought to control costs and increase governability in the public sector has been extended to NGOs. Traditionally, manufacturing enterprises had been owned and controlled by individuals or families without any managerial revolution or management structure. Since most managers have become large stock holders the significance of the managerial revolution has been called into question.

The managerial revolution revisited: the moderating impact of top managers social class position - Donald Palmer, Michael Maher, University of California, USA. We categorize firms on the basis of the social class position of their top managers, focusing primarily on three types of firms, those run by: established capitalist owners, new capitalist owners and autonomous professional managers.

Loss of Shareholder Control and the Managerial Revolution? Anders Brostrom. The debate on economic democracy has to some extent centered around the role of the mandators within the enterprise. This article discusses that thesis and claims that the company is still in the hands of the owners through delegation and proxy. There is no such thing as a managerial revolution.

A Marx for the Managerial Revolution: Habermas on Law and Democracy - Andrew Fraser.
The early work of Jurgen Habermas stressed the corrosive effects of the state and the market on the socio-cultural life-world. There could be no administrative creation of meaning. His more recent work argues that the system can redeem itself without sacrificing the emancipatory interests of humanity. However, this shift does not represent an abandonment of the revolutionary project of critical theory.

The promises of managerial revolution theory - Nodoushani O.
Abstract: Posits that since the New Deal era, 1933-1940, the theory of managerial revolution has sparked tremendous debate concerning the governance of the USA's large corporations. Argues that an interpretation of The Modern Corporation and Private Property, within the context of other works by Adolf Berle and Gardiner Means, could raise profound insights in terms of a paradigm shift concerning the governance of big corporations in contemporary economy.

Managers after the era of organizational restructuring towards a second managerial revolution? Bill Martin.
Managers careers and career orientations have changed significantly since the era of organizational change that began around 20-30 years ago. This article focuses on how managers have responded to these changes.

The Managerial Revolution - Porter, John W.
Abstract: Changing demographic, economic, social, and political conditions are forcing a managerial revolution upon the academy, resulting in an entirely new set of mechanisms being put into place to maintain credibility and survival.

On Ownership and Membership- Yohanan Stryjan, Stockholm and Uppsala University.
The issue of ownership occupies a central place in research on selfmanagement. This preoccupation has all but relegated other, no less central elements of self-management to a residual role. The findings, buttressed by a theoretical review of the mandator approach and of the managerial revolution thesis, suggest that the conventional model of the self-managed enterprise as a 'firm owned by workers', is theoretically inconsistent and yields, where followed in practice, highly unsatisfactory results.

Competing perspectives on the Managerial Revolution: From Managerialist to Anti-Managerialist
Michael Rowlinson, Steven Toms, John F. Wilson
Abstract: Debates about the role of capitalist corporations depend ultimately on their response to the enduring question of who controls the large modern corporation. This article aims to identify various competing schools of thought that can be classified as managerialist and anti-managerialist, mainstream and radical, which have emerged over the course of the last 70 years, moving on to consider how each has impacted on the discipline of business history. The paper utilizes a two-by-two matrix that divides theories along two dimensions to set out four alternative perspectives. Along the horizontal dimension, anti-managerialism is opposed to managerialism; along the vertical dimension, mainstream and radical perspectives are opposed. The article then assesses the extent to which these conflicting perspectives have influenced the work of business historians, from Chandler's earliest work through to more recent thinking on the links between corporate governance, accountability and broader market forces. Empirical examples are included highlighting these competing perspectives and their potential contribution to our understanding of business change.