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

    Access Status
    Fulltext not available
    Authors
    McKenna, Stephen
    Garcia-lorenzo, L.
    Bridgman, T.
    Date
    2010
    Type
    Journal Article
    
    Metadata
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    Citation
    McKenna, S. and Garcia-lorenzo, L. and Bridgman, T. 2010. Managing, managerial control and managerial identity in the post-bureaucratic world. Journal of Management Development. 29 (2): pp. 128-136.
    Source Title
    Journal of Management Development
    DOI
    10.1108/02621711011019260
    Additional URLs
    http://www.emeraldinsight.com/
    ISSN
    0262-1711
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/6606
    Collection
    • Curtin Research Publications
    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.

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