 The Case For and Against the Use of Management Tools and TechniquesAndrew Cox, Chris Lonsdale, Joe Sanderson and Glyn Watson Chapter 1 in The Right Tools for the Job, 2005, pp 3-24 from Palgrave Macmillan Abstract: Abstract The amusing quote above might lead one to conclude that business managers are the unwitting dupes of unscrupulous academics and consultants selling snake oil. Yet the major argument in this volume, which reports the findings from a survey of the use and performance of business management tools and techniques across 237 firms in 16 different industrial sectors, is that managers are not always as gullible as some may believe (Micklethwaite & Wooldridge, 1996). Indeed, the research reported here shows that there is a definite link between the willingness of managers to use management tools and techniques and the risks that have to be managed given the functions and the types of industry sectors that they operate in. This implies that there is evidence of practitioners being able to understand when specific tools and techniques are appropriate (the right tools for the job) and also when they are not (the wrong tools for the job). Keywords: Supply Chain Management; Management Tool; Business Management; Industry Sector; Harvard Business Review (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50920-7_1 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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