The Manchester experiment : a history of Manchester Business School, 1965-1990
著者
書誌事項
The Manchester experiment : a history of Manchester Business School, 1965-1990
Published by Paul Chapman Pub. for Manchester Business School, c1992
- : hbk
- : pbk
大学図書館所蔵 全10件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. [146]-150) and index
内容説明・目次
内容説明
Management education has developed rapidly in the UK over the past twenty-five years. It was, however, only in November 1963 that the Franks Report recommended the establishment of two
graduate business schools, one in London and one in Manchester.
The Manchester Experiment describes the creation of Manchester Business School in 1965. It explains how the staff devised and altered strategy and structure, and analyses how the broad mission of improving management performance was tackled.
Chapter 1 describes the attitudes to management education with which MBS had to contend. These attitudes influenced the kind of courses MBS provided. Chapter 2 relates how the "founding
fathers" were instrumental in developing the approach, which they labelled the "Manchester Experiment". The following three chapters discuss the three main activities of MBS - post-graduate, post-experience and research - and assesses how the outside world accepted these ideas.
The "Manchester Experiment" can be defined as a highly practical, learning-by-doing approach to management education, undertaken in a democratic, non-departmental organization which is only
loosely co-ordinated from the top. Opinions differ on the effectiveness of this approach. Chapter 6 shows how during the 1980s this internal structure was substantially modified. The last ten years have seen an extensive reassessment of the MBS mission, though much remains of the attitudes to course design, staff development and management style established by the "founding fathers".
Chapter 7 discusses whether this residualism has blunted the effectiveness of MBS and seeks to establish what role MBS has played since 1965 in changing the attitudes and practices of British business.
目次
A Movement for Change
The 'Manchester Experiment'
The Managers of the Future
The Practising Managers
Research and Consultancy
Achieving a Balance
MBS and Management Education in the 1980s
「Nielsen BookData」 より