Management and the social environment

Abstract

Most social change in the past 50 years in the U.K. has been associated with the relatively slow maturing of a highly industrialized society. There are now clear signs that Britain is entering an ‘age of discontinuity’ and that, increasingly, social change will reflect transition from an industrialized to a post-industrial stage of development. This transition will inevitably involve a transfer of power in society, away from the industrial organization and on to other institutions—the state itself, organized labour, consumer organizations and various pressure groups. In the context of such changes it becomes more and more imperative that business organizations should take social factors into account in decision making and that managers should acquire new knowledge and techniques to enable them to contribute to this process. The role of the management educator should be to heighten social awareness among managers, to stimulate a need for knowledge of the social environment and of social change, to indicate where and how such knowledge can be acquired, and to help managers develop skills and techniques of analysis and decision-making appropriate to social data.