There are few concepts that have attracted as much business interest as the management of organisations.Presenting a wide, deep and engaged body of research about management, this book explores how management competencies have developed over time and whether these are still relevant to the management of contemporary organizations.

Chapter 1- What is management; what do managers do?.- Chapter 2- Management during the First Industrial Revolution.- Chapter 3- Management during the Second Industrial Revolution.- Chapter 4 – Management During the Third Industrial Revolution.- Chapter 5- The Fourth Industrial Revolution.- Chapter 6- Core Management Competences.- Chapter 7- Management Competence for the Fourth Industrial Revolution – Demonstrates agile governance and adaptability to make change work effectively.- Chapter 8- Management Competence for the Fourth Industrial Revolution- Collaborates to create and share knowledge and information.- Chapter 9- Management Competence for the Fourth Industrial Revolution- Engages and Develops the Workforce.- Chapter 10- Management Competence for the Fourth Industrial Revolution - integrates multiple systems and processes and seeks continuous improvement.- Chapter 11- Management Competence for the Fourth Industrial Revolution – takes effective action to deliver results.- Chapter 12- The Making of the Modern Manager- Core management competences and their attributes.

Management is a constellation of concepts and ideas. Its many definitions span the boundaries of leadership and strategy on the one hand and business administration on the other; from people management to P&L accounts, to both change and stability, sometimes simultaneously. There are few concepts that have attracted as much business interest as the management of organisations.Presenting a wide, deep and engaged body of research about management, this book explores how management competencies have developed over time and whether these are still relevant to the management of contemporary organizations. The author addresses this question by tracing the evolution of management competencies from the First to the Fourth Industrial revolution, investigating the role and style of managers in each ‘revolution’ and in multiple geographies. Ultimately, this book suggests that that five ‘core management competencies; will be relevant as the Fourth Industrial Revolution gathers momentum.Paul Turner has held Professorial appointments at Universities in Leeds, Birmingham, Nottingham and Cambridge. His business career included Executive and Director positions in FTSE and Fortune companies, and he was Vice President of the CIPD. Paul is the author or co- author of  Employee Engagement, Leadership in Healthcare, Talent Management in Healthcare, Make Your People Before You Make Your Products, Workforce Planning, The Admirable Company, Talent Strategy, Management and Measurement, Organisational Communication and HR Forecasting and Planning.

Presents the characteristics of management and competence from First Industrial Revolution in the 1750s to present day Evaluates how and why the various definitions of management emerged and investigates their historical antecedents Uses practical evidence from managers to support theoretical assumptions

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