The work of managers in new organisational contexts

The work of managers in new organisational contexts Focuses on the work of managers in new forms of organisations which are flexible, horizontally integrated, and decentralised. Although much has been written about managers, including their roles, functions, and skills, the organisational context is changing, and new perspectives are needed. A process perspective is a way of understanding the work of managers in these contexts. The paper suggests two pivotal management processes, the exercise of judgment and the use of influence, through which managers add value to more general organisational processes. Some directions for research are suggested and a classroom exercise for introducing graduate students to this topic area is outlined. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

The work of managers in new organisational contexts

Journal of Management Development, Volume 20 (1): 14 – Feb 1, 2001

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710110364790
Publisher site
See Article on Publisher Site

Abstract

Focuses on the work of managers in new forms of organisations which are flexible, horizontally integrated, and decentralised. Although much has been written about managers, including their roles, functions, and skills, the organisational context is changing, and new perspectives are needed. A process perspective is a way of understanding the work of managers in these contexts. The paper suggests two pivotal management processes, the exercise of judgment and the use of influence, through which managers add value to more general organisational processes. Some directions for research are suggested and a classroom exercise for introducing graduate students to this topic area is outlined.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Feb 1, 2001

Keywords: Management; Process management; Organizations; Influence

References

  • Reframing competency in management development
    Antonacopoulou, E.P.; Fitzgerald, L.
  • What do managers do? A critical review of the evidence
    Hales, C.
  • Studies of managerial jobs and behaviour: the ways forward
    Stewart, R.

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