{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

Why do managers do what they do

1995 but because they are responsible for the

Info iconThis preview shows pages 13–14. Sign up to view the full content.

View Full Document Right Arrow Icon
1995) but because they are responsible for the chronically inflammable. Conclusion The purpose of this article has been twofold: to draw attention to an important lacuna in the extent management literature and to propose a way of closing it. The lacuna is between, on the one hand, research evidence which has increasingly treated variations in managerial work as being of central significance, and has been reluctant to do more than describe common characteristics of managerial work and, on the other hand, theories of management which have been content to infer, rather than adduce or engage with the evidence on, particular managerial practices. Whilst the common features of managerial work - what all, or most, managers do - are discernible in terms of managerial activities, consistent substantive areas of concern and their characteristics, there is no theoretical explanation of why these are, or might be the generic elements of managerial work. The remainder of this article attempted to go some way towards remedying this omission by sketching a theory of how the defining character- istic of managing - responsibility - is shaped by the resources, cognitive rules and moral rules of the social systems in which managers are located and the way in which managers both draw upon and reproduce these resources and rules in their work practices. Commonalities in managjerial work reflect, therefore, how all managers feel compelled, because of the ambiguous and prob- lematic nature of managerial responsibility! and the precarious nature of 'nianagerial' subjectivity, to engage in institutionalized routines draw upon and reproduce the resources and rules which underpin them. The activities, substantive areas and characteristics of managerial work which are common to managers are,lit has been suggested, traceable to the institutional, organizational and management resources and rules which together shape managerial 'responsibility' and which are, in turn, reproduced by what managers do and how they work. ' Only a preliminary sketch of these linkages has been possible here. What is required in the future, however, is a more detailed examination of these linkages, either through a reworking of existing research material or, more likely, through new studies couched in these terms. Such studies, in turn, will require rather different methodologies from those conventionally associated with studies of managerial work. In i particular, structured observation and recording of managers' usage of time will need to be supplemented by research tools able to capture the inaterial, cognitive and moral grounds, as well as the empirical character, of these activities. ; ! What these new forms of research will need to show is how managers make 'managing' what it is: how day-to-day managerial practices reproduce the distribution of resources and reaffirm the meanings and norms upon which these practices trade. Managing therefore^ may entail not merely the broader 'management of meaning' (Gowler and Legge, 1983), but the inanagement of its own meaning. In short, managers act in the way| they do because these actions are constituted, deifined
Background image of page 13

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 14
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page13 / 17

1995 but because they are responsible for the chronically...

This preview shows document pages 13 - 14. Sign up to view the full document.

View Full Document Right Arrow Icon bookmark
Ask a homework question - tutors are online