Management Thinking is designed to help managers, business students and researchers perform better by providing access to the latest thinking on management theory and practice. It is structured around a number of interest areas which reflect the most talked about topics in business today.
The traditional view of sporting leaders is of controlling, authoritarian types who rule by fear. Sportsmen and women in any field will not, however, respond indefinitely to the stick. Once they realize that their boss has nothing more to offer and that they will be castigated whether they perform well or not, they will lose any incentive to raise their game – or even to perform adequately.
In recent years, perhaps due in part to a growing awareness that sports leadership is much more sophisticated than sticks and occasional carrots, business leaders have shown an increasing interest in learning from sport. As a result, a growing number of sportsmen and women, and especially their coaches, have begun to cross the sports-business divide and offer their insights and advice elsewhere.
Experts in the worlds of business and academia regard Peter Drucker as the founding father of the study of management. He wrote 39 books, including the landmark titles The Practice of Management (1954) and The Effective Executive (1967).
He published his first book, The End of Economic Man, in 1939. His works had a profound impact on how people around the world organize themselves in the realms of business, government and civil society. He predicted many of the major developments of the late 20th century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing and innovation; and the emergence of the information society with its necessity of lifelong learning.