Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
This material is restricted to subscribers.
Topics Covered
- Characteristics of Management gurus
- The fashion cycle
- Features of best-selling management books
- Tools of effective orators
- Methods of inviting applause and laughter
Talk Citation
Clark, T. (2016, January 31). Management gurus as fashion celebrities [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved November 10, 2024, from https://doi.org/10.69645/FBAA2158.Export Citation (RIS)
Publication History
Other Talks in the Series: Management Consultancy
Transcript
Please wait while the transcript is being prepared...
0:00
My name's Tim Clark,
I am professor of Organizational
Behavior, Durham University,
Business School
in the United Kingdom.
And today
I'm going to talk about
a group of people
who are both thinkers,
writers, and speakers
called "Management Gurus."
0:16
Management gurus
are part of a broader management
fashion-setting arena
that includes
management consultants,
business school academics,
management gurus,
as well as editors
and publishers
of different magazines
and journals.
The main focus of my talk
is going to be
answering the question:
Why is it that management gurus
are particularly successful
when competing against
management consultants,
business schools, as well
as some publishing groups?
0:48
I'm going to emphasize firstly
what a management guru is
and define what we
mean by management guru,
and then elaborate through
my lecture on each
of these points.
So management gurus first
and foremost are purveyors
and legitimizers of fashionable
management ideas.
Essentially, their management
ideas have a short shelf life.
Secondly, they are the authors
of best-selling books.
Many management books written
by management gurus
have been at the top
of the best-selling lists
both in Europe as well
as North America.
And finally, they
are extremely effective
and successful public speakers,
speaking all over the world.
1:30
So if we take the first point,
which is that they're purveyors
of management fashion first,
I have here a picture
of a fashion cycle.
This is a generic
fashion cycle,
it doesn't relate
to a specific fashion.
But what it shows in essence
is that management gurus'
ideas wax and wane
'cause they evolve through
a series of discrete stages.
Different researchers
have looked at these stages
and essentially there
are five typical stages
that are identified.
The first one is that an idea
has to be invented,
it has to originate somewhere,
it has to be created.
And typically, this is what
a management guru
is associated with,
is developing an idea
in the first place.
Having developed an idea,
it has to be disseminated
to the management audience
and indeed
the broader audience.
And so an idea
is gradually brought
to the attention
of the audience through both,
the best-selling books
but also through the speaking
activities of the gurus.
These activities gradually
build acceptance,
which is the third stage
as an idea
becomes implemented
in organizations.
However, research suggests
that these ideas
don't always live up to
their initial expectations.
And so increasingly,
disenchantment emerges,
negative evaluations emerge,
and frustrations with the idea
or with the implementation emerge.
And so the fourth stage
is disenchantment.
As disenchantment grows,
the fifth stage emerges
which is decline,
and you can see in this chart
that all the ideas
decline at some point
as people gradually
abandon the idea.