Management identities in transition: a case study from further education

Since the mid‐1980s. Further Education has experienced deep transformations as the result of market driven reforms and the emergence of ‘new managerialism’ in the sector. The changes affected its governance, purpose, organisation and culture, and had deep influence on the relations and identities in the workplace. This paper explores the response of managers in selected Colleges of FE in England, and their discursive construction of new work identities. It is argued that in mediating the reforms, managers adopt a range of responses and position themselves differentially to the discourses of ‘managerialism’ and the ‘market’. From enthusiastically adopting entrepreneurial management, to resisting, or quietly re‐constructing vocabularies and practices to fit traditional models of professional practice, the managers in this study illustrate the contested nature of implementing reforms in the public sector, and the complex interplay between agency and institutional practice.     

'Boys own' stuff: masculinity and the management of further education

The connections between men, masculinity and management remain understated if not largely concealed, despite a critical spotlight being increasingly cast on masculinity by many academic and other writers. In a similar vein, numerous commentators on organisation have charted the rise of new organisational forms and structures, and the management practices which flow from them. With few notable exceptions, however these bodies of work deny or downplay the complex linkages and inter-connections between masculinity and the activities of management. By drawing on the case of UK further education (FE), and more particularly, the management practices therein, an aim of this article is to draw attention to this inter-relationship of masculinities and men managers. In so doing, we suggest that the term ‘masculine subject’ best exemplifies those men, and women, who seek to invest their sense of being in masculinist discourses. The empirical basis is taken from research undertake across a number of FE colleges wherein 24 men managers were inter viewed as part of a larger project concerned with the management and regulation of the sector. In exposing the intensified and increasingly uncertain work conditions now typifying the new FE work culture, this article draws attention to practices of oppression and bullying by managers underplayed or overlooked by writers elsewhere.     

Factors that influence organisational crisis perception from an internal stakeholder’s point of view

This paper starts from the premise that crisis is a perception and that one of the best ways to conquer a crisis is not to allow it to develop in the first place. By detecting or perceiving a crisis before other stakeholders do, an organisation can prevent or mitigate a crisis. Few studies have considered the question of whether organisations put the right people in the right places to be able to see a crisis coming. Within an organisation, managers are usually well placed to take decisions to initiate crisis communication, but they seem to be reluctant to do so or may not wish to see an impending crisis. Communication professionals should have a better perception of a crisis, but they rarely find themselves in a position to have a substantial impact on the management decision to communicate during a crisis. In this paper, we study crisis perception by individuals in a large governmental organisation during various stages of an unfolding crisis and compared perception scores to individual profiles based on study background, professional situation and crisis experience. This study involves a large-scale scenario-driven survey with ‘crisis perception’ as the main dependent variable. The results of this specific case indicate that an academic communication degree, a high hierarchical position in the organisation and crisis experience are positively related to an augmented perception of an impending organisational crisis.     

Family Man or Conqueror? - Contested Meanings in an Engineering Company

This paper explores significant symbols within a multi-national company called Engco . First, the metaphor of Engco as a family was prevalent among middle and junior managers. Second, there was a corporate image conveyed by top management through glossy publications, a masculine image of conquering competitors and the physical environment. These contradictory symbols appeared to co-exist at different levels of the organisation. Third, a symbol that appeared common to the entire organisation, although increasingly contested, was that of engineering, an image generally associated with male actors. Fourth, more equivocal, were references to a 'golden age' for the company in the post war period, when manufacturing was in its heyday. The paper discusses how these symbols worked with and against each other. All the symbols were found to differing degrees to shape particular constructions of masculinity and femininity within the organisation, which limited the expression of identity of both men and women. The paper suggests that Engco's organisational culture was in flux, and discusses both the role of management at different levels of the organisation as creators and consumers of image and identity, and the organisational construction of gender. The paper takes a symbolic interpretative approach and discusses both the theoretical background and methodology employed.     

Tales from the frontline: The experiences of early childhood practitioners working with an ‘embedded’ research team

In late 2006, SDN Children’s Services, an Australian not-for-profit provider of services for children, families and communities, engaged a research team that was ‘embedded’ within the organisation for 1 year. This action represented a significant investment of resources, such as staff time and organisational funds, and demonstrates SDN’s strong commitment to research and evaluation as a means of supporting organisational learning and development. This paper highlights the innovative nature of the approach by positioning the role of the embedded researcher within the current theoretical and socio-political context. It also provides evidence of the success of the approach by reporting on the findings of a study that investigated staff’s experiences of being involved in this type of collaborative investigation of their work. I argue that the employment of an embedded researcher can have positive benefits both for the organisation and the practitioners—but who the researchers are really matters.     

High job strain among social work managers and its relation to perceived work situation

The purpose of this study was to examine how middle managers within the personal social services in Sweden perceived demands, control and support at work. The study group included 402 frontline, second tier and third tier managers who have answered questions concerning their work situation and perceptions of their psychosocial work environment. Based on Karasek's demand–control model, a ‘high strain’ group was defined and analysed further. The results showed that this group experienced less support from immediate superiors, but no correlation could be found between high strain and other forms of support, such as courses on leadership, managerial supervision or networks. Organisational factors, such as municipality size, managerial level, number of subordinates and field of social work, seemed to be of little importance. Comparisons between the ‘high strain’ group and other managers showed that the high strain group spent more hours working with administration, that they to a lesser degree regarded budget responsibility as a way to exercise power in the organisation and that they had a more negative view on their organisation, especially concerning the possibility to influence decisions. They also had less confidence in the way the organisation was governed.     

Exploring the Organisational Collage of Memetic Paradigms for (a) Change — A Research Note

Exploring organisations is the prerequisite for any intentional attempt to strategic change. Yet, what is it that we observe when we observe organisations? The argument chooses a narrative approach to exploring organisations. With Niklas Luhmann we look at the operations of organising which makes the organisation an organisation. The paper suggests the organisational collage (I.) of stories as a starting point of the exploration. The specific focus is on meaning-creation and sense-making as the genuine act of organisational self-observation. The disciplinary matrix (II.) reflects on how stories and narratives crystallise and rule the organisation in a paradigmatic way. Along Thomas Kuhn's understanding of paradigms (III.) management is referenced as an activity of a community of practice based on a disciplinary matrix of models, methods and instruments. Giorgio Agamben's conceptualisation of paradigms as reference giving examples allows the opening up of the implicit side of organisational culture. Memetics (V.) approaching reference giving examples as memes and culture as a meme-complex enable the observation of dynamics and cultural evolution over time. Concluding we come to understand the organisational implications (V.) of the conservative nature of organisational development and the systemic sensitivity that allows for management, learning and change. And as always, advances in research come at the price of new questions.     

An evaluation u-turn: From narrow organisational objectives to broad accountability

The development of evaluation scholarship progresses, but the slow and incremental steps taken are largely refinements on a direction of thinking that has become established and virtually taken for granted. Most frameworks and models which have gained recognition in the academy and practice follow programme logic methodology. They also point to the achievement of organisational objectives as being the principal, but not always sole, purpose of public relations programmes. The achievement of organisational objectives has therefore been the focus of evaluation.Parallel, to this, a second strand of thinking in the scholarship and practice has questioned the assumption that the meeting of organisational objectives is paramount and whether organisations alone should determine the measures of success. Other perspectives such as stakeholder judgements of success and the obligation of organisations to meet societal expectations have been discussed as legitimate ways in which to evaluate programmes and activities.This paper takes forward this second strand by proposing that the evaluation debate should be ‘flipped’. Instead of organisational objectives being a primary denominator for evaluation, the paper proposes that whether organisations discharge their accountabilities to stakeholders and society is of equal, if not more weight. An organisation will succeed only if it sustains its licence to operate. To achieve that it has to meet the reasonable expectations that licence-givers have and to obtain their active consent to support its actions. The key questions for public relations are therefore: who/what holds us to account? What are their expectations? How are their expectations fulfilled? Drawing on the management and public relations literature to answer these questions, the paper calls for a radical ‘turn’ from the prevailing thinking, which the authors suggest is more about public relations explaining and justifying itself, towards a model that aligns with contemporary management thinking and practice.The paper proposes a model and process that provides a way forwards based not only on organisational aspirations, but on a hierarchy of obligations: to society, stakeholders, the organisation, and to the professional function which runs campaigns. It offers a principles based evaluation approach. In doing so, it takes the evaluation debate in a new direction and thereby adds to theory-building. It also offers a new way forwards for the practice which has become increasingly mired in developing more comprehensive lists of indicators and metrics and expanding taxonomies of evaluation terms.     

Improving citizens’ online engagement via community managers: an explanatory study

The role of community manager is gaining importance as the proper usage of social media becomes a key factor for achieving more active involvement of citizens in social and political issues. Focused on Spanish local governments and in line with the literature of Excellence Theory, this paper aims to analyze whether some characteristics of the community manager function are determinant in their fostering of citizens’ online engagement via social media. In particular ‘independence’, ‘having access to the dominant coalition’, ‘gender diversity’, ‘continuous training’ and ‘culture of the organization’ are the characteristics considered in this paper. As to the main findings, this study confirms that community managers have not as yet achieved their goal of embedding the use of social media by citizens as a means of establishing more direct contact with their local governments. Moreover, in line with Excellence Theory, community managers of local governments should be aware of the importance of having direct access to key managers of the organization in order to better achieve the objectives of the organization and, more specifically, to increase citizens’ engagement. Furthermore, continuous training in issues related to social media truly helps develop the skills and potential of community managers. Likewise, an excellent communication department should rely on good professionals no matter their gender, and, in this sense, the gender of community managers is not a significant factor in their performance. However, the results of this study also reveal that in the case of public sector community managers, an authoritarian culture seems to be a determining factor for obtaining better results in enhancing citizens’ engagement.     

The ‘Feminization’ of Management? Issues of ‘Sameness’ and ‘Difference’ in the Roles and Experiences of Female and Male Retail Managers

Explanations of women’s poor representation in senior management usually emphasize differences between women and men managers’ experiences, circumstances and aspirations, and the gendered character of organizational structures and processes. Whilst these may all disadvantage women, some writers have suggested recently that women managers may differ in style and orientation in ways particularly appropriate for today’s developing organizations. This paper explores issues of ‘sameness’ and ‘difference’ between women and men managers in retailing. Whilst both male and female store managers wanted to downplay gender differences and adopt a ‘gender neutral’ approach, they also associated a number of advantages and disadvantages with being a woman manager in certain contexts. Rapid sectoral change had caused companies to reassess the desired attributes and competences of managers; associated both with an enhanced valuing of ‘feminine’ qualities and with a more ‘objective’ and ‘clinical’ approach to assessment. Despite their equal numbers at entry points women remained poorly represented at senior levels, suggesting that subjective and informal processes were important determinants of women and men’s progress. Given management is inherently a process enacted by individual managers within a social context the extent to which it can be conceived in gender neutral terms is questioned since individuals are inevitably discussed and identified in terms of their gender.     

Exploring Digital Culture in Virtual Teams: Implications for Leading and Developing Distributed Organisations

Understanding human communication in the technological age is becoming more complex as advances in technology and its use in human exchange are being magnified. New studies show that technology is no longer just a device for human connections; it is an integrated artefact in the human exchange and communication process. As a result, we are witnessing and experiencing new norms and patterns of behaviour, values in human connections, expectations of one another, language, and other symbol systems: a digital culture. This article explores further development of the digital culture model in relation to organisational work culture. Specifically, the dimensions related to digital communication and online group dynamics are further articulated from a literature review. The findings are also presented from a study of e-process teams in a distributed organisation based on data from a digital culture inventory, focus group observations, and participant reflections, which illustrate changes in behaviour, language, group dynamics, and communication exchange between team members working in a distributed organisation. The article aims to contribute new insights which could inform approaches to organisational development that view organisational culture as central to the process.     

Omniscience at the Edge of Chaos: complexity,defences and change in a Children and Families Social Work department

ABSTRACT

This paper will explore a period of organisational change in a Children and Families Social Work team, applying ideas from complexity theory and psychoanalysis to explore the changes that occurred. In doing so it will critique the Newtonian concept of cause-and-effect linear causality, instead positing a nonlinear model of an organisation as a complex adaptive system in flux as it interacts with its environment. The paper will go on to posit that Bion’s psychoanalytic concepts of Omniscience and K Activity are self-organising forces in social care organisations, and when anxiety is not managed effectively, reductionist technical-rationale approaches to Children and Families Social Work dominate practice. It will conclude by outlining how the organisation’s effective management of anxiety through the creation of containment, created a series of organisational changes. These changes better supported the management of the complexity and uncertainty inherent in the social work task, raising possibilities of improvements in social work practice beyond the organisation.     

Leadership,Through Loss and Change: Management of Change Viewed as Challenges within a Couple Relationship*

This paper emanated from a Doctoral Thesis, which was an in-depth single case study of a frontline social work team based in the third sector. The research took place over a period of five months and included weekly visits to observe the day-to-day operations of the team, attending special events such as the Teams Away Day, Team Meetings and undertaking management consultation sessions with the Project and Deputy Managers. The thesis concludes that just as frontline staff require effective support, frontline managers also need space to effectively reflect on their experiences in role. The focus of this paper is the relationship dynamic between the managers, the team, senior management and the wider organisation as they dealt with the sudden announcement of the project’s closure. The paper makes use of ethnographic and psychoanalytically informed observations of the team’s ordinary day to day work processes, in addition, use was made of consultative interviews (MCI’s) with the managers of this service who were afforded space to think about their management roles. Aspects of thematic analysis informed by psychoanalytic theory were used to analyse the material.     

Who should do the talking? The proliferation of dialogue as governmental technology

This paper investigates the recent proliferation of appeals to ‘dialogue’ as a solution to problems in a broad spectrum of different organisational settings Instead of top‐down management and expert‐driven public services, we are told we need ‘dialogue‐based’ management, health treatment, elder care, social counselling, and so forth. Dialogue is often presented as a tool that will reverse the stifling dominance of authoritative expertise and leadership, liberating the energy of employees, clients and patients. However, by viewing the dialogue as a ‘governmental technology’, we emphasise that it is not simply a tool that can be used by some to liberate or govern others, or to dominate nature. A technology is rather a structuring of actions that implies that also ‘the governors’ inevitably exercise power over themselves. The paper demonstrates how dialogue technology re‐structures organisational domains of speech and hereby contributes to reconfiguring inter‐relations and self‐relations within key institutions of modern society.     

Contested Concepts in Violence Against Women: ‘Intimate’, ‘Domestic’ or ‘Torture’?

Abstract

Ritualistic, overwhelmingly violent bikie gang or cult-inflicted abuse of women, entrenched by co-opting third party cult or gang members, has been referred to as ‘domestic violence’, ‘intimate violence’ or ‘intimate partner violence’. The present article questions the aptitude of these terms to convey the realities of this violence, in light of the experiences of women attending a South Australian domestic violence service, all of whom were escaping violent partners who were members or associates of bikie gangs and cults. The paper asks, ‘is torture an appropriate term for such violence?’ and discusses the impact of social, legal, organisational and human rights parallel states that collaborate to make it almost impossible for these women to escape this violence and make it difficult for social workers to work effectively with them. The paper concludes that the State needs to adopt a human rights rather than legal focus when addressing the issue of violence against women.     

Sense making through poem houses: an arts-based approach to understanding leadership

This article introduces an arts-based approach to leadership inquiry using ‘Poem houses’ – an art form developed by Brigid Collins. Poem houses are three dimensional artefacts combining visual interpretation with poetic text and which hold special significance for the maker. The bringing together of poetry and assemblage in the artworks made by Collins is a conscious attempt to create the conditions in which an ‘uncovering’ may happen, by means of a process of layered collage and juxtaposed words and images – in what amounts to ‘intermediality’. This artistic form has inspired the methods and tools used in the workshops led, with Grisoni and described in this paper. The focus for this inquiry is leadership development and, in particular, sense making processes arising from the creation of and reflections on poem houses made by workshop participants. The poem houses provide an innovative visual narrative of individual and organisational experiences of leadership. Examples are drawn from a workshop for public sector managers where we show how new insights of what it means to be a leader and collective reflections on the creative process were generated. These findings create individual and organisational narratives that contribute to our understandings of the current context of public sector leadership.     

Guidance,counselling, therapy: responses to ‘marital problems’ 1950–901

This paper makes a contribution to the still relatively undeveloped literature on the sociology of counselling, using a detailed case study of one organisation. Styles of intervention are explored in the work of the National Marriage Guidance Council/Relate. The paper rejects a simple linear development model based on transitions from ‘guidance’, to ‘counselling’ to ‘therapy’ Influences deriving from Rogerian models of counselling, from psychodynamic and behavioural theory are explored and are placed in the context of wider organisational factors. Attention is given to the varying fortunes of the medical model within Marriage Guidance. The paper concludes with an examination of the contradictions thrown up by recent attempts to develop an eclectic model of marital counselling, which appear to founder on the absence of any clearly defined goals for intervention.     

‘Spirits,dancing in the flesh’: choreography and organisation

ABSTRACT

The body in organisations has received considerable scholarly attention, whilst the moving body and the ‘flesh’ has largely been overlooked. ‘Flesh’ for Merleau-Ponty connects the body and the world and supposes not an immobile, but moving body. We explore flesh as a movement-related, kinaesthetic phenomenon through a movement/dance-based method and interviews with professionals from a hospitality/service organisation. We apply the notion of ‘choreography’ from dance studies, composed of the elements of ‘writing’ (graphós) and ‘movement’ (chorós). Our findings show that fleshly movement interaction creates invisible structures, or choreographies, that are inscribed into bodies and tacitly confine organisational interaction (‘writing’). Bodies learn to relate to each other through perceptual interpenetration and kinaesthetic empathy and co-create the choreography (‘moving’). Fleshly movement interaction is a submission to choreographies fulfilling the organisational need to reproduce bodies capable of carrying out certain movement imperatives, which however provides momentary openings through the use of kinaesthetic empathy.     

From bodies as ‘meat’ to bodies as ‘flesh’: the expression of performance management as ‘sacrificial acts’ within professional rugby

ABSTRACT

In this article, we argue that to extend the research on performance management we need to examine further how organisational members interweave the technology of such management into their work. Using Maurice Merleau-Ponty’s philosophy, we question the notion that technology acts on bodies in a linear manner as ‘meat’ to be manipulated. His reversible ontology suggests that these materials can be woven into the flesh of organising in a multitude of ways. Specifically, we refer to professional rugby, and the manner in which its players utilise the technology of performance management, to forge a localised expression of sacrifice. We suggest that this expression provides a means for players to define and evaluate themselves against ‘good rugby’. As forms of evaluation may vary in organisations, we recommend that researchers do not solely associate performance management with metrics but also look to other, more localised, expressions to inform their work.     

Fractal Organisation Theory

Abstract

Top-down hierarchies are typically characterised by command-and-control systems of authority that often create harmful stress and internal competition for advancement within organisations. The pervading perception is of ‘limited room at the top’, where positions of authority become scarce resources. Members withhold or hoard information by focusing competition energy internally rather than externally, creating silos of information and causing negative stress that is reflected in absenteeism and higher healthcare costs. Voluntary turnover drains talent as creative individuals tire of the politics and seek harmonious work environments. ‘Change management’ is an issue, as members’ natural compulsion to provide feedback and insights is quashed by management dictates. The triangular shapes of top-down hierarchies are non-random and limited, according to Benoit Mandelbrot, which may explain why many top-down organisations typically grow through acquisitions rather than by expanding from within. The fractal geometry of living systems in nature is both random and scalable, ensuring pattern integrity during evolutionary adaptations. Fractal organisation theory recognises an emergent human operating system that mimics nature in its capacity for creativity, adaptation, vitality, and innovation. The qualities of a fractal organisation include shared purpose and values that create pattern integrity; universal participation in ideas and solutions for continuous improvement; decision making at functional levels; leadership devoted to universal leadership; and competition energy directed outwards instead of inwards. Relationship development enables the effective flow of information between individuals and among teams. At all levels of a fractal organisation, members share information iteratively and make decisions collectively in response to constantly changing conditions.