60 SOCIAL SCIENTIST tools and techniques, etc., are projected as being neutral between different social systems. Mohinder Kumar has done an admirable job of unmasking the anti-working class basis of managerialism with special reference to industrialisation in India. The title of the book is closely related to chapter six. This is preceded by a couple of chapters examining some of the theories of management focussed on "functiona-lism, marginalism and behaviouralism". The other chapters are devoted to the development of business organisations and their "professionalisation" in India. There arc two appendices, one dealing with management in socialist societies and the other containing selected readings. Mohinder Kumar has given illuminating footnotes and commentaries on the contents of relevant source material which readers will find extremely useful. Image and Reality According to the proponents of managerialism, management is to concern itself with "extracting optimum performance" from the system by a judicious choice of means to attain stated ends. Management is therefore regarded as a "performance-oriented" know-how and the task of the manager is to adapt the controllable variables to the "environmental constraints on the system". The focus of management is on socio-economic activity as it is taking place at a given point of time. It employs techniques for "optimisation of human and physical resources without getting bogged down by the ethics of the results". Managers claim that they "avoid value judgements and are away from ideological dogmas and isms". Management is said to exploit the natural resources in "all systems". The relations between men working in economic enterprises are assumed to be "completely independent of the modes of production and distribution of profits". "Management-worker relationship is bound to be the same regardless of the surplus appropriation mechanism, ownership of legal title, the mode of selection of management and whom it is responsible to." Essentially, therefore, managerialism is regarded as "a pragmatic approach of optimising the performance of man-machine systems" and is claimed to be an "apolitical, aphilosophical and non-ideological" means of ensuring growth of all economic enterprises. Management assumes the "permanency of the existing modes of production and property relations". Management methods are therefore geared towards "maintaining the system rather than changing it". The ideology behind managerialism is conditioned by the social pressures of ruling classes to prevent a discussion on the social foundations of the existing production relations. Flowing from the thumb-nail sketch of what is regarded as the role of the manager under managerialism, Mohinder Kumar has outlined the following as the essential ingredients of 'managerialism.^ First, personal initiative and acliievement motivation are the main