Men, managers and management

The case of higher education

Research output: Chapter in Book/Report/Conference proceedingChapter

2 Citations (Scopus)

Abstract

The connections between men and management are numerous and intense. The historical development of management, and especially management as an identifiable professional group, cannot be understood without naming most managers as men. Indeed, in the early years of the modernizationof management, the late nineteenth and early twentieth centuries, management was an almost exclusively male social category.

Original languageEnglish
Title of host publicationTransforming Managers
Subtitle of host publicationEngendering Change in the Public Sector
Place of PublicationLondon
PublisherTaylor and Francis Ltd.
Chapter8
Pages125-146
Number of pages22
Edition1
ISBN (Electronic)0203979001, 9781135358563
ISBN (Print)1857288750, 9781857288766
DOIs
Publication statusPublished - 1 Jan 2005

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manager
management
education
historical development
twentieth century
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Cite this

Hearn, J. (2005). Men, managers and management: The case of higher education. In Transforming Managers: Engendering Change in the Public Sector (1 ed., pp. 125-146). London: Taylor and Francis Ltd.. https://doi.org/10.4324/9780203979006
Hearn, Jeff. / Men, managers and management : The case of higher education. Transforming Managers: Engendering Change in the Public Sector. 1. ed. London : Taylor and Francis Ltd., 2005. pp. 125-146
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Hearn, J 2005, Men, managers and management: The case of higher education. in Transforming Managers: Engendering Change in the Public Sector. 1 edn, Taylor and Francis Ltd., London, pp. 125-146. https://doi.org/10.4324/9780203979006

Men, managers and management : The case of higher education. / Hearn, Jeff.

Transforming Managers: Engendering Change in the Public Sector. 1. ed. London : Taylor and Francis Ltd., 2005. p. 125-146.

Research output: Chapter in Book/Report/Conference proceedingChapter

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Hearn J. Men, managers and management: The case of higher education. In Transforming Managers: Engendering Change in the Public Sector. 1 ed. London: Taylor and Francis Ltd. 2005. p. 125-146 https://doi.org/10.4324/9780203979006