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

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