C/M/418. Management Power, Privilege and Accountability at the MG Rover Group: Should Managerial Power Be Regulated?

This paper examined the rationale behind the collapse of the MG Rover Group from the perspective of managerial action. In other words, to what extent were managers, a group typically recognized as powerful and privileged, held unaccountable for their contribution to the company's failure? Furthermore, bearing in mind what power they might, or might not have, should managers' power be regulated? Drawing on the development of management theory, employee resistance literature and the case of MG Rover Group itself, this paper assesses senior management role in the company's collapse.