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Traditional, managerialist, and American models have been used to describe management education in more recent times. A managerialist management education is described as ‘treating management as a morally and politically neutral technical activity’ ( Grey and Mitev, 1995 : 74). These models have been criticised and alternative ones put forward. A critical approach to management education has been called for from various sources. Mintzberg (2004) in his book, ‘ Mangers not MBAs ’, questions how effective educational institutions are at
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suggests a strong management team and supporting infrastructure, which makes the case an interesting one to obtain a view of the state of management in this vital area of economic activity for Ireland.
There is little extant research on Irish businesses and management practices during the time period noted earlier. Thus, this study is somewhat exploratory in nature. As suggested by Quinn (2014) , historical studies (of accounting in his case) offer interesting insights into the current-day state of organisational practices. Thus, this study explores the activities of
opportunities to examine adaptation in the face of changes in the external environment, over a 200-year history. They also allow for the recent ‘change point’, resulting from the Irish economic crisis of 2008-2011, to be used to show how short-term management decisions feed into long-term adaptation. The discussion focuses on services to small and mediumsized enterprises (SMEs), since these form the overwhelming majority of chamber of commerce members. Irish chambers are voluntary, private law bodies, as in the UK and the USA, which contrasts strongly with the public law
Olamilekan Gbenga Oyenuga, Sulaimon Olanrewaju Adebiyi, Olamitunji Dakare and Charles I. Omoera
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