Managing, managerial control and managerial identity in the post-bureaucratic world
|dc.identifier.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.|
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.
|dc.publisher||Emerald Group Publishing|
|dc.title||Managing, managerial control and managerial identity in the post-bureaucratic world|
|dcterms.source.title||Journal of Management Development|
|curtin.department||School of Management|
|curtin.accessStatus||Fulltext not available|
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