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

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

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Title: Managing, managerial control and managerial identity in the post-bureaucratic world
Author: McKenna, Steve
Garcia-Lorenzo, Lucia
Bridgman, Todd
Abstract: Purpose - 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.
Subject: Competences
Control
Managerialism
Type: Article
Rights: 10.1108/02621711011019260
URI: http://hdl.handle.net/10315/6309
Published: Emerald
Citation: McKenna, 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.
Date: 2010

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