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Management practice is ubiquitous. Yet, even for those with critical insights into development, management is understood as being something quite apart. Rather than integrate a critical analysis of managerialism, development studies teaching largely sees management as about technique, about how to 'manage better' development projects, or identify 'best practice' for existing and incoming practitioners. In business schools, on the other hand, engagements with development have hitherto been marginal, not withstanding the apparent concern for internationalizing management. This book attempts to bridge the current division between development and management studies by constructing a critique of 'development management' - an approach to development that blends seemingly objective and neutral claims of managerialism with notions of modernity and other connected utopian ideas of 'Third World' progress. Some of these approaches are affiliated with the growing field of critical management studies; others are from the development world, turning their critical frames of reference to address increasingly managerialized development processes and practices. The contributors all come from social scientific and critical backgrounds. Each chapter of this book intends to overturn and/or reclaim ideas such as participation, community, governance, NGOs and civil society, and so on. It is often managerialist ideas and practices that thread these ideas together, yet often they remain buried in development studies' disengagement from the mundane: for instance the languages and artefacts of managerial and organizational life, the report, the logframe, the encounters with the boss. What these contributors have in common, tacitly or explicitly, is an understanding of both development and managerialism as problematic, modernizing, interventions. This is a fresh and provocative critique of the very practices in development that we take for granted and will breath new life in perennial post-development debates about the status of international development, NGOs, and development studies.
About the Author
Bill Cooke is Senior Lecturer in Organisational Analysis at Manchester Business School and Visiting Professor at FGV- EAESP Sao Paulo Brazil. Sadhvi Dar has recently completed her doctoral studies at the Judge Business School, University of Cambridge.
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