By Alison Pullen
Twenty years of downsizing, delayering, company liposuction, lean production, empowerment, wisdom administration and networked association have shaken conventional assumptions approximately administration to their foundations. Drawing on special empirical reviews and up to date concept on gender and tool, the e-book explores the impression of contemporary alterations on managers' identities and their responses in developing new and a number of identities.
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Extra info for Managing Identity
It is at this stage of their argument that possible avenues for developing Gowler and Legge’s early attempts to move towards the postmodern in management to examine relational power and reveals the potential to explore difference within and between managers, especially the gendered nature of management and organization can be seen. Finally, Gowler and Legge’s study provides a preliminary indication of possible routes for developing qualitative and “postmodern” research methodologies that focus on language in creating and maintaining meaning in our management.
Moreover Hamilton (1997) and Linstead (2001a) both argue that there has been a lack of exploration regarding the distinctions between rhetoric and discourse. In this research I am interested in the discursive formation of managers’ subjectivities and therefore shift the focus from the juncture of discursive ﬁelds that form rhetoric, as Gowler and Legge successfully achieved, to widening our analysis of the discursive ﬁelds themselves. So, to return to our ﬁrst question of whether: if, as existing middle management research argues, the context has shifted, have Gowler and Legge’s organizing themes changed or dissolved?
Our jobs can be much better if you see it as working with a group and sharing the responsibility to get the work done and it’s good. But, that’s when it’s working. If it’s not, then, well, you have to manage hard and get control and that’s the difﬁcult bit because people have different expectations of the managers now (Brian Wire Products). These more upbeat accounts from middle managers partially stem from greater control and discretion to make decisions and problem-solve within more “innovative roles” (Dopson and Stewart 1990; Dunford and Heiler 1994).
Managing Identity by Alison Pullen