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Motivation to deal with the problem of managerial kitsch was the natural consequence of our previous research about crossing the borders of art and management. Our own – both practical and theoretical – experience in the fields of art and management was the main argument for combining these areas with benefits to the science and practice of management. This approach in management literature is rare and fragmentary; we try to establish the main routes for the future research. The delicate edging and features of art lead to the phenomenon of kitsch as something opposite to art or. Applying the well-developed theory of aesthetical kitsch into management area was vital for understanding the real nature of the phenomenon of kitsch in management. The research methodology bases on a qualitative review of the literature; the methodological approach bases on interdisciplinary and multi-paradigm approach taking into account the publications from areas of art (aesthetics theories) and management (organisational kitsch). The main research questions were: 1) is there any set of factors/features constituting the management kitsch and 2) what type/types of organisational roles are main for kitsch transfer? After the broad review of the literature, a synthetic description of management kitsch forms (one best way claim, simplification, grandiosity, organisational cynicism functional stupidity, bullshit jobs, seeming management) and the main carriers and propagators of organisational kitsch (management gurus, narcissistic managers, mendacious CEOs and owners) were described and the management kitsch was defined. Management kitsch should be defined and reduced for quality improvement of organizational life.
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