The Management Guru as Organizational Witchdoctor

Abstract

This paper suggests that the work of management gurus resembles the performance of a witchdoctor. Central to the work of management gurus is the achievement of transformations of consciousness among their audiences of managers. The view of management gurus offered in this paper has three elements: (1) the key to understanding the power and impact of gurus is to see what they do as a performance; (2) that this performance is of a particular kind-that of a witchdoctor; (3) that management gurus act as the functional equivalents to witchdoctors in modern organizations. The paper argues that at the heart of the guru performance there lies a concern for, and an emphasis on, the irrational, emotional and symbolic aspects of organization. Successful gurus have always known and exploited what this article is arguing-that success depends upon the magic and mystery of the performance.

The Importance of Relationships for the Produced Knowledge in the Sector of Management Consulting

“…In this model the consultant takes the lead by creating conditions for a controlled position and a positive management image (Fincham & Clark, 2002), which portrays the client as a vulnerable and passive victim regarding these rhetorical skills and competencies (Kieser, 2002;Alvesson, 2001;Bäcklund & Werr, 2001;Jackson, 2001;Salaman & Clark, 1996;Clark, 1995). Rhetoric, metaphors (Greatbach & Clark, 2002), ambiguity and vague knowledge of business (Nikolova et al, 2009) are factors that characterize this model against the insecurities and fears of customers.…”

The concept of an accounting regime

“…Since the 1980s such appeals to fundamental changes in view ("paradigm shifts") have been associated with the activities of "management gurus". Many observers of this phenomenon have noted the features of belief and faith in this and detected a similarity to spiritual or religious spheres of life (Jackson, 1996;Clark & Salaman, 1995;Wilson, 1996;Oliver, 1997).…”

O Modelo De Determinantes Que Constituem O Setor De Consultoria De Gestão Em Portugal: Uma Análise À Luz Do Campo De Pesquisa Da Estratégia-Como-Prática

“…Por outro lado, a nível internacional, ainda que o progresso e a heterogeneidade dos estudos científicos levados a cabo na última década na área de consultoria estratégica por prestigiados autores como Sturdy (1997Sturdy ( , 2009, Kaiser (2005), McGivern (1983), McLarty (1998), Fincham (1999Fincham ( , 2002Fincham ( , 2008, Karantinou (2001Karantinou ( , 2009), , 2009), Jackall (1988, Clark (1995Clark ( , 1996Clark ( , 2004Clark ( , 2005Clark ( , 2008, Schwarz (2005), Jarzabkowski (2003Jarzabkowski ( , 2004Jarzabkowski ( , 2005Jarzabkowski ( , 2007Jarzabkowski ( , 2009), Whittington (2001Whittington ( , 2002Whittington ( , 2004Whittington ( , 2006Whittington ( , 2007 e Lundgreen (2009) sejam sinónimo de valor acrescentado, um facto que se retém é que também aqui os trabalhadores da estratégia não têm recebido muita atenção no campo estratégico de pesquisa. Wittington (2007), dá-nos um exemplo disso mesmo, realçando que não fora publicado até 2007 nenhum artigo sobre consultoria num dos principais jornais da estratégia como o "Strategy Management Journal".…”