Repository | Book | Chapter

The following short introductory pages to a more critical-theoretical rather than empirical-positivist book—"Management Education"—are the result of several previous books on management ethics and Managerialism.¹ They are also a product of teaching master students in management and master of business administration (MBA) as well as human resource management to postgraduate business managers.² What is outlined here is based on fruitful discussions about workplace-based training courses held by companies and management. In addition, this book is also informed by more formalised business policies and structured in-house training programmes on "employee training and development", also known as "human resources development" (HRD).³ Most of these structured, regimented, codified, and "formal" rather than "informal" (e.g. on-the-job) training sessions are performed under the ideological guidance of Managerialism.⁴ Functionally and in terms of the organisation of management as mirrored by business schools, management training is commonly assigned to human resource management. Consequently, the following will reflect on management training as shaped through the "domination versus emancipation" contradiction. It is also related to actual processes of management training from where genuinely emancipatory management education, set against what became known as an externally induced "fear of freedom", is developed.⁵

DOI: 10.1007/978-3-319-40778-4_1

Full citation: