Managing, managerial control and managerial identity in the post-bureaucratic world

dc.contributor.authorMcKenna, Steve
dc.contributor.authorGarcia-Lorenzo, Lucia
dc.contributor.authorBridgman, Todd
dc.date.accessioned2010-11-26T18:16:38Z
dc.date.available2010-11-26T18:16:38Z
dc.date.issued2010
dc.description.abstractPurpose - The purpose of this paper is to provide an overview of the issues involved in managerial control and managerial identity in relation to the idea of a post-bureaucratic organization. In addition it introduces the papers in this special issue. Design/methodology/approach - The paper identifies the increasing complexity of issues of managerial control and managerial identity that arise from the idea of a post-bureaucratic organization and post-bureaucratic working practices, such as flex-work and project management. Findings - The paper suggests that the form and nature of managerial control and managerial identity are constantly evolving and in a state of flux as a consequence of processes of (de)bureaucratization and (re)bureaucratization. Originality/value - The paper raises important questions about the nature of management in post-bureaucratic work environments and challenges the behaviourist competencies approach to developing managers.en
dc.identifier.citationMcKenna, S., Garcia-Lorenzo, L. and Bridgman, T. (Eds.). 2010. Managing, managerial control and managerial identity in the post-bureaucratic world. Journal of Management Development, 29(2), pp. 128-136.en
dc.identifier.urihttp://hdl.handle.net/10315/6309
dc.identifier.urihttps://doi.org/10.1108/02621711011019260
dc.language.isoenen
dc.publisherEmeralden
dc.rightsAttribution-NonCommercial 4.0 International (CC BY-NC 4.0)
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.subjectCompetencesen
dc.subjectControlen
dc.subjectManagerialismen
dc.titleManaging, managerial control and managerial identity in the post-bureaucratic worlden
dc.typeArticleen

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