Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critical outline of present-day management, it highlights alternative conceptions of 'good management' focused on ethical aims, sustainability, and alternative views of good practice. From this new historical perspective, existing assumptions can be countered and simplistic views disputed, offering a platform from which graduate students, researchers, and reflective practitioners can develop alternative approaches for managing and organizing in the twenty-first century.
'Much of management thought is based on taken for granted assumptions about 'best practices' that emerged from a very narrow space of place and time. Cummings, Bridgman, Hassard and Rowlinson deftly strip away these cultural and historical assumptions and raise serious questions about what we think we know about management. Like the Matrix, A New History of Management will make you see the world of business in a whole new way.' Roy Suddaby, University of Victoria, Canada and Newcastle University
'This book settles the matter once and for all: sustainability and social responsibility are not fads but the very heart of what management is about. The authors have done a monumental service by restoring this vision to its central place and showing us how to achieve it.' Ellen S. O'Connor, Institute for Leadership Studies, Dominican University of California
'This marvellous book, thoughtful and constructively critical, does a great service to the field in seeking to retell management history by exploring the development of management theories afresh. If we want to imagine possibilities for the future, we must review the past.' Haridimos Tsoukas, University of Warwick and University of Cyprus
'This brilliant, ambitious book more than lives up to its promise. By revisiting the history of management theory, it uncovers surprising ideological underpinnings and provides a roadmap to rethink management's origins, traditions and horizons.' Raza Mir, William Patterson University, New Jersey
'Michel Foucault argued that curiosity, innovation in thinking and a refusal to accept the self-evident were objectives to which scholars should aspire. A New History of Management attains these heights. To read the book as a counter history to management's woeful attempts to understand itself and its role, is an invitation 'to think differently'. Perhaps, it can also persuade us to act differently too.' Gibson Burrell, University of Leicester and University of Manchester
'This superb new history of management represents a major, landmark contribution to what is still a neglected and poorly understood topic.' Christopher Grey, Royal Holloway, University of London
'In the Wizard of Oz author Frank Baum encourages us to follow the yellow brick road to truth and happiness, ending with the unmasking of the Wizard as a very small (minded) man with a large megaphone. A New History of Management takes us on a much needed journey to look at the scenes of the production of management history. It reveals not one yellow-brick road (rooted in Western thought) but a series of different coloured pathways whose origins lie in places across the globe in the conceptualization of management. Along the way Cummings et al expose the wizardry that goes into producing dominant views of management, unmasking a very limited, male-centered project that reduces management thought to a for profit focus. The effect is liberating and allows us to rethink the character and purposes of management.' Albert Mills, Sobey School of Business, Saint Mary's University, Canada
'Through their careful dissection of the history of management, the authors of this powerful book interrogate the common sense beliefs which silently have reduced management to a question of efficiency of control. By opening up the history of management beyond these false images of thought, this book offers a much-needed resource for radically rethinking what management is and what it can be.' Torkild Thanem, Stockholm University School of Business
'A New History of Management (ANHM) … provides a novel and refreshing perspective on the history of organization and management thought. practicing this book rejuvenated my optimism on the role history can play in both shaping our view of the past and its potential to inform how we see the future … The lucidity of ANHM has the potential to simultaneously broaden the historical organization studies audience, while also challenging researchers to deploy the innovative potential of history.' Gabrielle Durepos, Organization
'A New History of Management is an ambitious work, crafted around a compelling argument: to change the future of management practice, we should look 'more deeply at out interpretations of the past and how these limit our horizons' … The material that follows is well crafted, insightful and compelling. The theory that underpins well-structured arguments is presented beautifully, making practicing a pleasure and analysis easy to follow.' Guy Huber, Management Learning
'A New History of Management (ANHM) sets a renewed and higher standard for teaching the history of our field. It confronts commonly accepted textbook representations of the history of management with novel interpretations of 'classical texts', supported by new historical case materials, which together challenge many conventional narratives about management that would typically be taught in business schools. … The major strength of ANHM is that it specifically unsettles the conceptual dominance of the concept of efficiency and instead, invites its readers into a history of management filled with other concepts for innovatively responding to contemporary concerns in business and management.' Gemma Lord, Academy of Management Learning and Education
'I found this well-edited book highly readable and informative, as well as having the advantage of being in an affordable paperback edition. It also has some very good illustrations of original documents. The work has, in addition, a full bibliography and index, which is highly commendable and CUP has produced an elegantly presented text, as might be expected.' Malcolm Warner, Journal of General Management
If risk is like a lump of smoldering coal that may spark a fire at any moment, insurance is civilization's fire extinguisher. The main concept of insurance—that of spreading risk among many—is as old as human existence.
Whether it was hunting giant elk in a group to spread the risk of being the one gored to death or shipping cargo in several different caravans to avoid losing the whole shipment to a marauding tribe, people have always been wary of risk. Countries and their citizens need to spread risk among large numbers of people and move it to entities that can handle it. This is how insurance emerged.
The concept of insurance dates back to around 1750 B.C. with the Code of Hammurabi, which Babylonians carved into a stone monument and several clay tablets. The code describes a form of bottomry, whereby a ship’s cargo could be pledged in exchange for a loan. Repayment of the loan was contingent on a successful voyage, and the debtor did not have to repay the loan if the ship was lost at sea.
In the Middle Ages, most craftsmen were trained through the guild system. Apprentices spent their childhoods working for masters for little or no pay. Once they became masters themselves, they paid dues to the guild and trained their own apprentices.
The wealthier guilds had large coffers that acted as a type of insurance fund. If a master's practice burned down—a common occurrence in the largely wooden cities of medieval Europe—the guild would rebuild it using money from its own funds. If a master was robbed, the guild would cover their obligations until money started to flow in again. If a master was suddenly disabled or killed, the guild would support them or their surviving family.
This safety net encouraged more people to leave farming to take up trades. As a result, the amount of goods available for trade increased, as did the range of goods and services. The basic style of insurance used by guilds is still around today in the form of group coverage.
In the late 1600s, shipping was just beginning between the New World and the Old, as colonies were being established and exotic goods were ferried back. The practice of underwriting emerged in the same London coffeehouses that operated as the unofficial stock exchange for the British Empire. A coffeehouse owned by Edward Lloyd, later of Lloyd's of London, was the primary meeting place for merchants, ship owners, and others seeking insurance.
A basic system for funding voyages to the New World was established. In the first stage, merchants and companies would seek funding from the venture capitalists of the day. They, in turn, would help find people who wanted to be colonists, usually those from the more desperate areas of London, and would purchase provisions for the voyage.
In exchange, the venture capitalists were guaranteed some of the returns from the goods the colonists would produce or find in the Americas. It was widely believed you couldn't take two left turns in America without finding a deposit of gold or other precious metals. When it turned out this wasn't exactly true, venture capitalists still funded voyages for a share of the new bumper crop: tobacco.
After a voyage was secured by venture capitalists, the merchants and ship owners went to Lloyd's to hand over a copy of the ship's cargo manifest so the investors and underwriters who gathered there could read it.
Those who were interested in taking on the risk signed at the bottom of the manifest beneath the figure indicating the share of the cargo for which they were taking responsibility (hence, underwriting). In this way, a single voyage would have multiple underwriters, who tried to spread their own risk by taking shares in several different voyages.
By 1654, Blaise Pascal, the Frenchman who gave us the first calculator, and his countryman Pierre de Fermat, discovered a way to express probabilities and better understand levels of risk. That breakthrough began to formalize the practice of underwriting and made insurance more affordable.
In 1666, the Great Fire of London destroyed around 13,200 homes. London was still recovering from the plague that had begun to ravage it a year earlier and an estimated 100,000 survivors were left homeless. The following year, property developer Nicholas Barbon began selling fire insurance as a personal business, which was then established as a joint-stock company, the Fire Office, in 1680.
Life insurance began to emerge in the 16th and 17th centuries in England, France, and Holland. The first known life insurance policy in England was issued in 1583. But, lacking the tools to properly assess the risk involved, many of the groups that offered insurance ultimately failed.
That started to change in 1693, when astronomer and mathematician Edmund Halley, best known today as the namesake of Halley's Comet, studied birth and death records in the city of Breslau for the purposes of calculating the price of life annuities. This gave rise to the use of mortality tables in the insurance industry.
Insurance companies thrived in Europe, especially after the Industrial Revolution. Across the Atlantic, in America, the story was very different. Colonists' lives were fraught with dangers that no insurance company would touch. For example, starvation and related diseases killed almost three out of every four colonists in the Jamestown settlement between 1609 and 1610, a bleak period that came to be known as "The Starving Time."
Ultimately, it took more than 100 years for insurance to establish itself in America. When it finally did, starting around the 1750s, it brought the maturity in both practice and policies that developed during the same period of time in Europe.
Insurance has had a long history and its starting point can trace back to different times depending on the type of insurance. It has its origins in the Babylonian empire, Medieval guilds, the Great Fire of London, and maritime insurance.
Some of the oldest forms of insurance are considered to be the bottomry contracts of merchants in Babylon around 3,000 to 4,000 BCE. These contracts stipulated that the loans that merchants took out for shipments would not need to be paid if the shipment was lost at sea.
The oldest insurance company in the world is considered to be Hamburger Feuerkasse, which was founded in 1676. Its first policies provided fire insurance within the the city walls of Hamburg and reimbursed owners the market value of their buildings up to 15,000 marks, with a 25% deductible.
The history of insurance is long and detailed, and it has involved significantly over time. Though it can be expensive, insurance has prevented people and businesses from suffering financial loss and it has financially protected people throughout time.
Eng K. Gan, M.B.B.S.1,2 , Lawrie W. Powell, M.B.B.S., M.D., Ph.D., F.R.A.C.P., F.R.C.P.3,4 and John K. Olynyk, B.Med.Sc., M.B.B.S., M.D., F.R.A.C.P.1,2,5,6
1School of Medicine and Pharmacology, University of Western Australia, Nedlands; 2Department of Gastroenterology, Fremantle Hospital, Fremantle, Western Australia; 3Discipline of Medicine, University of Queensland, Brisbane, Queensland; 4Royal Brisbane and Women's Hospital, Brisbane, Queensland; 5Western Australian Institute of Medical Research, Perth, Western Australia; 6Curtin Health Innovation Research Institute, Curtin University, Bentley, Western Australia, Australia.
Address for correspondence and reprint requests
John K. Olynyk, B.Med.Sc., M.B.B.S., M.D., F.R.A.C.P., Professor, Department of Gastroenterology, Fremantle Hospital, P.O. Box 480, Fremantle 6959, Western Australia, Australia (e-mail: john.olynyk@health.wa.gov.au).
The History Department is teaming up with the Graduate School of Library and Information Science at Simmons College to offer new MA minor fields in Archival Management and in Cultural Heritage/Public History. The GSLIS is ranked as one of the best in the country and was recently named Number One in Archives. The department is pleased to embark on this venture and to make these options available to our MA students.
The Minor Field in Archival Management consists of two courses:
LIS 438. Introduction to Archival Methods and Services [offered in Fall and Spring]
The fundamentals of a wide range of archival activities, including appraisal, acquisitions, arrangement, description, reference, and access. Course includes a required 60-hour internship completed in an archives or manuscript repository
LIS 441. Appraisal of Archives and Manuscripts [offered in Spring]
Archival appraisal, or the assessment and evaluation of archival records to determine their continuing value for long-term retention, is one of the central and most critical challenges and responsibilities of the archivist. Building on the introductory exposure to appraisal offered in LIS 438, this course will focus on developing a theoretical framework for appraisal by introducing students to the strategies and methodologies of appraisal.
The Minor Field in Cultural Heritage/Public History consists of two courses:
LIS 531V. Concepts in Cultural Heritage Informatics [offered in Fall]
A foundation course for students who seek careers as information professionals in archives, museums, libraries, and other cultural heritage settings.
Sites of History (currently taught in CAS but crosslisted in GSLIS) [offered in Spring]
Examines the theory and practice of public history for those who plan to apply their academic historical studies in public settings.
By around the year 2000, LSE encompassed its business and management disciplines in five academic units: the Department of Accounting and Finance, the Interdisciplinary Institute of Management, the Department of Industrial Relations, the Department of Information Systems, and the Department of Operational Research. These units had developed organically over the years, and the decision was taken to rationalise and reorganise them.
In 2007 the Department of Management was established, bringing together four long-standing, and previously separate, academic units (the Interdisciplinary Institute of Management, the Department of Industrial Relations, the Department of Information Systems and the Department of Operational Research) into one new integrated department.
Although recently established in its current form, the roots of our department are intertwined with LSE’s history since its founding, and we aspire to carry the ideals of the School forward into the future.
The LSE was founded by social and economic pioneers Beatrice and Sidney Webb in 1895, with a clear mission to contribute to ‘the betterment of society’.
From the outset, the School was at the frontier in developing social sciences as academic fields (especially economics, sociology, anthropology, and social research methods), and exploring the practical application of the social sciences (social policy and administration, accountancy, transport economics, and public administration). A culture of academic discovery and higher learning, applied to cutting-edge practical fields which could drive real positive change in society, was built into the School’s DNA from the outset.
In keeping with the School’s focus on practical disciplines, vocational courses in ‘commerce and industry’ (encompassing subjects we now recognise as business, management and public administration) were offered from 1902, and the academic destined to become the School’s first Professor of Accounting and Business Organisation arrived in 1904.
After the end of World War II, the first undergraduate degree in commerce (B.Comm) was launched, and the School established a Department of Business Administration, Training and Research in 1930.
The following decades were a vibrant era for business, management and public administration within the School, and Diploma courses in Personnel Management and Trade Union Studies were introduced. The School responded to trends of formalisation and computerisation with appointments in statistics, mathematics, computational methods, and operational research. By the early 1960s, the School had departments for Accounting, Industrial Relations, Computational Methods, and Operational Research. The School became a model of research in the social sciences.
In the mid-1960s, the issue of whether a graduate school of business should be established in the capital (as well as in Manchester) was on the agenda of government, business groups, and the University of London. The idea of a Joint School of Administration, Economics, and Technology (between LSE and Imperial) was floated, but did not come to fruition. The outcome was that the London Graduate School of Business Studies (known today as the London School of Business (LBS)) opened its doors in 1965.
In contrast, the LSE took a stance against separating business and management from other social science disciplines in this way, and the Director of the School at that time, Sydney Caine, wrote: “there is a tendency outside the School to take a narrow view of education for management and to forget the part that the general study of the social sciences in their different aspects can play.” The decision was taken to maintain fully integrated departments within the LSE covering fields related to business, management and public administration, rather than to establish a separate Business School.
The history of Las Vegas is the ultimate American rags-to-riches story, filled with unusual heroes and foes. This 103-year-old saga follows the city through its incredible ups and downs, and highlights how and where some of the U.S.’s most monumental moments occurred. The largest American city founded in the 20th century took shape as a railroad watering hole before turning into the "Gateway to the Hoover Dam." From there the town was known by its seedy mob label as “Sin City,” before finally transforming into the corporately-financed adult playground called the "Entertainment Capital of the World." Continue...
Whether you’re a freelancer or an enterprise-level company, it’s important to consider how you and your teams work best. We suggest looking at how each task management tool handles collaboration, communication, views and pricing structure.
Collaboration starts with your coworkers, but it also includes outsourced help and clients. If you need to share view-only boards with clients, ensure it offers that feature at the price point you can afford. Alternatively, some task management software let you invite clients or collaborators as guests and you can set permissions for different users.
Some task management tools are nothing but boards for listing and organizing tasks for a project. Others let users leave comments, send direct messages, start group chats or integrate with popular communication tools, such as Slack. Choose one that best fits your organization’s communication requirements.
Kanban-style views are visual and very easy to use, but not everyone works best with that style of project management. If you need Gantt charts or a timeline view, be sure to consider what views each task management software offers as you whittle down your list of choices.
Finally, pricing structure is a huge part of choosing the right task management tool. If you have a small team, a per-user, per-month pricing plan might work fine for your budget. Larger teams may want to consider an enterprise plan with a custom price or a flat-fee price with unlimited users allowed.
The best task management software includes basic features to help you build and manage tasks and projects on the whole. Make sure these features are present even in the low-priced plans:
Task management software is made better with collaboration tools. Without ways to collaborate, you’d still rely on email, phone calls and meetings to make sure everyone is on the same page. So, as you assign tasks, reassign projects and get feedback, it’s helpful to have all of that happen in one place. Look for these tools to help you collaborate within your task management software:
The best task management software today is cloud-based, so you should be able to access your tasks and projects from any browser. Still, it’s important to ensure that your chosen task management software supports the devices your team and company use. Most software create mobile apps for iOS and Android, but not all. If not, make sure the browser version is optimized for mobile, at least.
It’s equally important to check the integrations available with task management software. Just because there’s a missing feature in the software you want, there may be a way to integrate another app for a complete solution for your business. You may only need to add a time tracking app to your stack or you might want to connect your CRM or accounting software, such as Salesforce or QuickBooks.
Project and task management is notorious for ranging from simple to extremely complex. For larger businesses with multiple teams, there can be a lot of moving pieces with dependencies and various subtasks associated with each task. That’s why it’s vital to choose the right task management software for your team’s or company’s skill.
The easiest task management software has intuitive interfaces with drag-and-drop functionality, so you can create and move tasks around on a board or list. These are great entry-level task management software options. As your team or business grows, you may want to migrate to a more advanced task management software that includes Gantt charts and real-time reporting that’s more helpful for managers and stakeholders.
Knowing when to use free vs. paid task management software comes down to the size of your business, projects and budget. Freelancers and ultra-small businesses can likely get away with the limitations of a free task management software solution. Limits are usually applied to the number of users, collaborators, tasks or projects, file size or advanced features.
As your needs grow, you may find you need to upgrade to a low- or mid-tier plan with more advanced features or fewer limitations. If you’re a manager who needs to view various reports to study a myriad of data, you might need to start off with a paid plan as these reports aren’t usually available on free plans.
Another big difference between free vs. paid task management software is how the plans handle or allow workflow automation. Some free plans may allow some automation, but you’re likely limited to a set number of actions per month and you may be surprised at how quickly those run out. Workflow builders are key to reducing the time you spend doing the most mundane parts of task management, so it could be worth it to you to start off with a paid plan anyway.
Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critical outline of present-day management, it highlights alternative conceptions of 'good management' focused on ethical aims, sustainability, and alternative views of good practice. From this new historical perspective, existing assumptions can be countered and simplistic views disputed, offering a platform from which graduate students, researchers, and reflective practitioners can develop alternative approaches for managing and organizing in the twenty-first century.
'Much of management thought is based on taken for granted assumptions about 'best practices' that emerged from a very narrow space of place and time. Cummings, Bridgman, Hassard and Rowlinson deftly strip away these cultural and historical assumptions and raise serious questions about what we think we know about management. Like the Matrix, A New History of Management will make you see the world of business in a whole new way.' Roy Suddaby, University of Victoria, Canada and Newcastle University
'This book settles the matter once and for all: sustainability and social responsibility are not fads but the very heart of what management is about. The authors have done a monumental service by restoring this vision to its central place and showing us how to achieve it.' Ellen S. O'Connor, Institute for Leadership Studies, Dominican University of California
'This marvellous book, thoughtful and constructively critical, does a great service to the field in seeking to retell management history by exploring the development of management theories afresh. If we want to imagine possibilities for the future, we must review the past.' Haridimos Tsoukas, University of Warwick and University of Cyprus
'This brilliant, ambitious book more than lives up to its promise. By revisiting the history of management theory, it uncovers surprising ideological underpinnings and provides a roadmap to rethink management's origins, traditions and horizons.' Raza Mir, William Patterson University, New Jersey
'Michel Foucault argued that curiosity, innovation in thinking and a refusal to accept the self-evident were objectives to which scholars should aspire. A New History of Management attains these heights. To read the book as a counter history to management's woeful attempts to understand itself and its role, is an invitation 'to think differently'. Perhaps, it can also persuade us to act differently too.' Gibson Burrell, University of Leicester and University of Manchester
'This superb new history of management represents a major, landmark contribution to what is still a neglected and poorly understood topic.' Christopher Grey, Royal Holloway, University of London
'In the Wizard of Oz author Frank Baum encourages us to follow the yellow brick road to truth and happiness, ending with the unmasking of the Wizard as a very small (minded) man with a large megaphone. A New History of Management takes us on a much needed journey to look at the scenes of the production of management history. It reveals not one yellow-brick road (rooted in Western thought) but a series of different coloured pathways whose origins lie in places across the globe in the conceptualization of management. Along the way Cummings et al expose the wizardry that goes into producing dominant views of management, unmasking a very limited, male-centered project that reduces management thought to a for profit focus. The effect is liberating and allows us to rethink the character and purposes of management.' Albert Mills, Sobey School of Business, Saint Mary's University, Canada
'Through their careful dissection of the history of management, the authors of this powerful book interrogate the common sense beliefs which silently have reduced management to a question of efficiency of control. By opening up the history of management beyond these false images of thought, this book offers a much-needed resource for radically rethinking what management is and what it can be.' Torkild Thanem, Stockholm University School of Business
'A New History of Management (ANHM) … provides a novel and refreshing perspective on the history of organization and management thought. practicing this book rejuvenated my optimism on the role history can play in both shaping our view of the past and its potential to inform how we see the future … The lucidity of ANHM has the potential to simultaneously broaden the historical organization studies audience, while also challenging researchers to deploy the innovative potential of history.' Gabrielle Durepos, Organization
'A New History of Management is an ambitious work, crafted around a compelling argument: to change the future of management practice, we should look 'more deeply at out interpretations of the past and how these limit our horizons' … The material that follows is well crafted, insightful and compelling. The theory that underpins well-structured arguments is presented beautifully, making practicing a pleasure and analysis easy to follow.' Guy Huber, Management Learning
'A New History of Management (ANHM) sets a renewed and higher standard for teaching the history of our field. It confronts commonly accepted textbook representations of the history of management with novel interpretations of 'classical texts', supported by new historical case materials, which together challenge many conventional narratives about management that would typically be taught in business schools. … The major strength of ANHM is that it specifically unsettles the conceptual dominance of the concept of efficiency and instead, invites its readers into a history of management filled with other concepts for innovatively responding to contemporary concerns in business and management.' Gemma Lord, Academy of Management Learning and Education
'I found this well-edited book highly readable and informative, as well as having the advantage of being in an affordable paperback edition. It also has some very good illustrations of original documents. The work has, in addition, a full bibliography and index, which is highly commendable and CUP has produced an elegantly presented text, as might be expected.' Malcolm Warner, Journal of General Management
Eng K. Gan, M.B.B.S.1,2 , Lawrie W. Powell, M.B.B.S., M.D., Ph.D., F.R.A.C.P., F.R.C.P.3,4 and John K. Olynyk, B.Med.Sc., M.B.B.S., M.D., F.R.A.C.P.1,2,5,6
1School of Medicine and Pharmacology, University of Western Australia, Nedlands; 2Department of Gastroenterology, Fremantle Hospital, Fremantle, Western Australia; 3Discipline of Medicine, University of Queensland, Brisbane, Queensland; 4Royal Brisbane and Women's Hospital, Brisbane, Queensland; 5Western Australian Institute of Medical Research, Perth, Western Australia; 6Curtin Health Innovation Research Institute, Curtin University, Bentley, Western Australia, Australia.
Address for correspondence and reprint requests
John K. Olynyk, B.Med.Sc., M.B.B.S., M.D., F.R.A.C.P., Professor, Department of Gastroenterology, Fremantle Hospital, P.O. Box 480, Fremantle 6959, Western Australia, Australia (e-mail: john.olynyk@health.wa.gov.au).
The History Department is teaming up with the Graduate School of Library and Information Science at Simmons College to offer new MA minor fields in Archival Management and in Cultural Heritage/Public History. The GSLIS is ranked as one of the best in the country and was recently named Number One in Archives. The department is pleased to embark on this venture and to make these options available to our MA students.
The Minor Field in Archival Management consists of two courses:
LIS 438. Introduction to Archival Methods and Services [offered in Fall and Spring]
The fundamentals of a wide range of archival activities, including appraisal, acquisitions, arrangement, description, reference, and access. Course includes a required 60-hour internship completed in an archives or manuscript repository
LIS 441. Appraisal of Archives and Manuscripts [offered in Spring]
Archival appraisal, or the assessment and evaluation of archival records to determine their continuing value for long-term retention, is one of the central and most critical challenges and responsibilities of the archivist. Building on the introductory exposure to appraisal offered in LIS 438, this course will focus on developing a theoretical framework for appraisal by introducing students to the strategies and methodologies of appraisal.
The Minor Field in Cultural Heritage/Public History consists of two courses:
LIS 531V. Concepts in Cultural Heritage Informatics [offered in Fall]
A foundation course for students who seek careers as information professionals in archives, museums, libraries, and other cultural heritage settings.
Sites of History (currently taught in CAS but crosslisted in GSLIS) [offered in Spring]
Examines the theory and practice of public history for those who plan to apply their academic historical studies in public settings.
