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.     

Giving Meaning to Sport Involvement in Managerial Work

I use a discursive analytical approach to explore ways in which senior managerial men working in nonprofit organizations understand the contribution, if any, of their own sport history to their work skills, how this may vary by organizational contexts and how the subtexts of these discourses may strengthen the dominance of managerial men in a specific context. I used semi‐structured interviews to ask 67 senior managerial men about the role they perceive their sport history plays in their managerial skills. Two overlapping topics emerged from the data: team and leadership skills and perseverance and toughness. I explore the meaning these topics had for the managers and the possible gendered subtexts of these meanings. The findings are situated in the critical feminist management and sport literature.     

‘Zealotry or Nostalgic Regret’?1 Women Leaders in Technical and Further Education in Australia: Agents of Change,Entrepreneurial Educators or Corporate Citizens?

Education has been restructured in many Western post‐industrial nation states during the 1990s. The Australian Technical and Further Education sector (TAFE) has been particularly susceptible to discourses of responsiveness to the market and the new entrepreneuralism. This article explores how women have been repositioned in contradictory and ambiguous ways as the new entrepreneurial middle managers by existing and emergent discourses that circulated in and through TAFE organizations. In turn, it points to how discourses of change management and client responsiveness took on particular readings within specific institutional and professional cultures of the eight Technical and Further Education institutions (TAFEs). At the same time, the restructuring that arose from the corporatization of TAFE, in a highly gendered process, through the twin strategies of marketization and the new managerialism produced new possibilities for individual women educators who moved up into middle management. Yet these individual women were positioned within highly masculinist ‘neo‐corporate bureaucratic cultures’ that co‐opted their passion for the capacity of education to make a difference and incorporated these new entrepeneurial work identities.     

The domestic basis for the managerial career

Although there are now many studies of managers, there has been little research on how gender relations in the private sphere are lived to accommodate the managerial career. The organisation of domestic life and the household division of labour has largely been neglected. This article examines the domestic basis of the managerial career. The data are drawn from a larger study of women and men senior managers in five multinational companies. The analysis reveals that the domestic arrangements necessary to sustain the life of a senior manager are very different for men and women, giving the lie to the myth that equality has been achieved. My argument is that for all the company initiatives designed to promote equal opportunities, the managerial career is still largely dependent upon the services of a wife at home, or a housewife substitute in the form of paid domestic services.     

Markets,contingency and preferences: contemporary managers’ narrative identities1

We explore work identity amongst managers, a key group in the ‘new’ capitalism. Some existing accounts of such workplace identities emphasize new ‘cultures of control’, others focus on new requirements and possibilities of individual autonomy through reflective identity formation, while others identify a crisis in workplace identity formation. Focusing on these issues, we analyse the career narratives of 136 managers and show that our empirical data do not neatly fit any existing models. Managers’ career stories were dominated by a ‘market’ narrative, in which they placed themselves as strategic actors making choices in a social world constituted by market‐like interactions. We show that the market narrative frames how managers understand risks to their careers arising from the contingent actions of firms, and how it provides a space for managers to reflectively identify their preferences and pleasures. We consider the consequences of this analysis for contemporary understandings of work and identity.     

Ideology,Practice, and Process? A Review of the Concept of Managerialism in Civil Society Studies

Managerialism is today a frequently applied concept in studies of how ideas and practices related to corporate management are diffused in society. Some assert that managerialism even is what mostly affects the development of contemporary civil society organizations. It is, however, far from clear how the concept of managerialism is used and defined across interest fields. The main conclusion in the present review, involving 105 peer-reviewed articles in civil society studies published between 1990 and 2014, is that the concept of managerialism is so broadly defined that it runs the risk of losing its analytical powers. To avoid this, the paper argues for a more precise conceptual use and suggests that the concept of managerialism should be applied to denote an ideology, the concept of management to capture managerial practices, and the concept of managerialization to describe an organizational change process.     

Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline

There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place within a feminist theoretical framework which acknowledges inequalities of power, economic and patriarchal interests. Management skills are socially constructed (Phillips and Taylor 1980) and change according to social and economic conditions. The article shows that business function is the most important influence on management style. The author contends, like others, that even in times of great change, men seem to be able to hold on to the most powerful positions in organizations (Cockburn 1986; Savage and Witz 1992; Collinson et al. 1990). The convergence of patriarchal interests with business interests ultimately determines what style is valued. The much vaunted feminization of management (Rosener 1990) does not mean that more women are to be found in senior positions in organizations. Nor do large numbers of women managers necessarily lead to a more feminized management style (Kanter 1977). Stereotypes of women still act against their acceptance into positions of power while men's ability to adopt some of traditionally feminine skills of communication means that women's supposed advantage (Rosener 1990) may have been leapfrogged.     

Ansatzpunkte und Nutzen betrieblicher Gesundheitsförderung aus der Sicht von Führungskräften

This explorative study conducted with 40 senior managers of a Scandinavian and a German aviation company records the expectations and attitudes concerning company-wide workplace health promotion. Based on a social-cognitive process model of health behavior, specific areas of interest were differentiated, including assessment and relevance of the company health situation, health-related measures considered to be effective, expectations about their feasibility in the own company, and finally the intentions to support and initiate implementation of measures of workplace health promotion.     

The Politics of Gender in the NHS: Impression Management and ‘Getting Things Done’

This article is concerned with gendered differences in managerial repertoires in the National Health Service. Interviews carried out with senior NHS managers across several geographical areas suggest that, from an impression management perspective, where they are able to occupy senior management positions, a different management style begins to emerge amongst women, with a separation between their ‘front‐stage, ‘backstage’ and ‘outside’ stage activities. Women managers appeared to acknowledge that they could not behave front stage in the same way with doctors as they often did in their outside stage encounters with them, but that the additional strategies they utilized whilst outside stage were key elements to their repertoire for getting things done. This view of management is contrasted with a very different one exhibited by male managers. The implications of the analysis are explored in the article's conclusion.     

Intensity of management resistance: understanding the decline of unionization in the private sector

IX. Conclusions Although Lipset and Katchanovski present many of the major societal and structural causes that have influenced the decline of private sector unions, they have unfortunately omitted a factor that can account for as much as 40 percent of the decline in private sector union membership, i.e., intensity of management opposition. The managerial incentives to stop unionization are formidable because unions raise wages and reduce profits. Economic reasons for American managers to stop unionization have grown as the wage between union and nonunion workers has widened over the past 40 years especially relative to EU nations. In addition, as managerial accountability to shareholders has risen and pay related to performance has grown, top executives have attempted to raise productivity through high-performance workplace practices or lowering real wages. Since many of these practices rely on top-level executives being able to make decisions on personnel quickly without challenges from employees or due process, they have fought unions more vigorously in order to maintain this discretion over workplace decisions. Although this behavior by management may result in a more efficient allocation of resources from both a micro-and macroeconomic perspective, the losses to society occur in terms of greater income inequality and less employee voice at the workplace and in the political arena.     

Being disabled,being a manager: ‘glass partitions’ and conditional identities in the contemporary workplace

This article critically explores the working lives and views of disabled senior staff working in UK organisations. The qualitative research at the core of the article establishes that some disabled people are confounding established notions of disabled people only working in peripheral employment roles by exploring the working lives and perceptions of disabled managers. The findings do, however, point to continued barriers to what disabled staff in senior positions can be seen to do and be organisationally. Here both practical and ontological risk inheres in organisationally induced change, openness about impairment and risky identities. Such ideas, it is argued, present limits to further promotion and workplace inclusion for some disabled managers.     

The Experience-Earnings Profile: Productivity-Augmenting or Purely Contractual? Evidence from the UK

We test the human capital interpretation of the experience-earnings profile. Does the upward sloping portion of the experience-earnings profile reflect on-the-job training which in turn causes the experience-productivity profile to slope upwards, or do purely contractual factors determine the nature of life-cycle earnings. Herein, we provide additional evidence on the relationship between productivity and earnings by examining earnings differentials in the UK academic labor market for economists. Using a test first suggested by Mincer, we find that the empirical results are consistent with human capital theory. We find that, although the positive relationship between earnings and experience persists when individual productivity measures are included in the salary equations for lecturers and senior lecturers, the positive relationship becomes statistically insignificant when the same productivity measures are included in the salary equations for professors. For lecturers and senior lecturers, the experience-salary profile properly reflects the structure of the national pay scale rather than variations in individual research productivity. At the professor level, where individual salaries are not determined by a pay scale, the data support the human capital explanation of the positive experience-earnings profile.

Evaluating the Impact on Practice of Online Child Protection Education at Master’s level

Social workers, who have a key role in safeguarding children, need opportunities to develop and maintain skills, knowledge and attributes that will equip them to practise safely and effectively. Post-qualifying education and training opportunities are increasingly being delivered online, and this paper reports on an experience within one University, which began to deliver online postgraduate modules in child protection in 2007. Some key challenges for the lecturers were in creating an online climate of trust and respect with appreciation of differing perspectives, promoting skills of critical analysis and ensuring that theory was related to practice. While end-of-module evaluations indicated that students perceived the learning to be effective and relevant, however, there was no measure of the extent to which practice had been influenced by this learning. Funding received in 2013 supported a project that enabled evaluation of the impact on practice, both during the period of study and following completion of the modules. All individuals who had completed one or more relevant modules were invited to complete a questionnaire, and some were given follow up telephone interviews. Results indicate that many students felt initially anxious about embarking on the course of study, and in some cases ill prepared to embark on online learning at Master’s level. Despite this, however, there was a positive impact on practice that was immediate and, in many cases sustained, although students perceived that this was not always recognised in the workplace. The findings suggest that online learning can be effective in influencing practice but that lecturers must continue to strive to find strategies to help students to overcome difficulties such as isolation, lack of confidence and workload pressures. There is also a need for further research exploring crucial aspects such as managers’ perspectives regarding the impact on practice and the value to an organisation of Master’s level study.     

The Challenge of Leadership in Front Line Clinical Teams Struggling to Meet Current Policy Demands

Teams, and their managers, working at the interface between government policy and service to clients are subject to high levels of anxiety arising out of the persecutory manner in which well-intended policy demands are delivered and cost efficiencies imposed. Informed by Bion's ideas about group behaviours, these responses can be understood as a form of defensive behaviour and identified as Basic Assumption Me-ness. Basic Assumption Me-ness in team managers takes the form of managerialism at the expense of leadership, developing a shell that acts as a protection for the lonely, overburdened, vulnerable and soft inside. This hardness, evident through increased unavailability and a rather sadistic use of boundaries, is communicated to staff, who in turn pass it onto clients. In this manner, it infects all relationships thus stifling emotional engagement, creative thinking and practice. This paper then explores ways in which team leaders, courageous enough to take up their authority in an emotionally engaged manner, can reverse these dynamics to the relief and benefit of all concerned. Leaders need to insist on attendance at meetings and supervision where cases can be properly considered; demonstrate an ability to think about risk as ever present in the work because, as all are well aware, no amount of form filling can eliminate this; and acknowledge that the work requires constant assessment and judgement as well as an ability to stay with the unknown. The aim is to be responsive to the daily struggles of team members working face-to-face with clients and to remain aware of ‘the reality on the ground’ when engaging in an equally lively way with senior management.     

Managerial Listening and Career Development in the Hospitality Industry

Recent research confirms that communication skills are essential to effective management practice. Less is known, however, about the specific communication activities associated with different levels of management and how these competencies affect career development. This paper reports findings from two related studies of hospitality managers. One reports the differences between middle and upper level managers' perceptions of the frequency and difficulty of specific communication activities. The second study examines upper level managers' perceptions of the communication skills most essential to their career development.

Findings suggest that listening is perceived to be more critical to managerial effectiveness as individuals move into senior level positions, and that listening is perceived by general managers as the most essential communication skill for their career development. The results of this research have implications for educators, practitioners, and consultants as they work to improve managers' communication competence.     

Ethical challenges in researching in group homes for people with severe learning difficulties: shifting the balance of power

Our aim in this paper is to open up debate about informed consent. We do this by presenting stories from group homes where staff have frustrated our research efforts and marginalised the interests of people with severe learning difficulties. We problematise normative ethics and argue that in some circumstances the basic principle of informed consent should be waived for employees of human service organisations. We maintain that, in such circumstances, researchers and an organisation’s senior managers can still act in a manner that is consistent with the broad aims of ethical regulation. We consider the role of Research Ethics Committees and suggest that in order to fully consider the conflicting interests of multiple stakeholders, the application of different ethical theories is required. A requirement for making balanced ethical judgements is to see outside the extant dominant view of ethical research standards and behaviour.     

Conflicting managerial cultures in nonprofit organizations

The increasingly managerial orientation of both staffs and trustees of nonprofit organizations appears to have led to conflict rather than cooperation. A case study of an organizational crisis explores how managerialism has obscured some of the unique constraints under which nonprofits operate and suggests ways of making these constraints more salient.     

‘Street-level bureaucracy,management and the corrupted world of service’

Lipsky's analysis of the implementation gap in welfare policy in ‘Street-level Bureaucracy’ focuses on the problem of front-line discretion but ‘brackets off’ the discretion of senior managers. In this paper I draw on a qualitative study to argue that senior managers can also exercise significant discretion and that their discretion can contribute to the conditions of policy confusion and contradiction, and resource inadequacy that characterise ‘the corrupted world of service’ of front-line discretion. In this context front-line discretion may be used by front-line staff to bridge the policy implementation gap created by senior managers.     

Supervision and mentoring in child and family social work: The role of the first-line manager in the implementation of the post-qualifying framework

This article examines how the support needs of candidates undertaking CCETSW's Post-qualifying awards may impact on traditional supervision as provided to child and family social workers. Based on pilot research which underpinned the University of Leicester's 'Post Graduate Certificate in Supervision and Mentorship (Child Care) by Distance Learning', this article describes how a small sample of social workers, first-line managers, staff development officers and senior managers, view the functions of supervision in their agencies, and what they think about the involvement of line managers in the process of mentoring and assessing staff working towards further qualifications. It is suggested that there may be difficulties associated with line managers acting as mentors, such as conflict of interest, lack of objectivity and inadequate preparation and training, but that such difficulties should not obscure the potential benefits. A key benefit involves line managers having an opportunity to refocus on the developmental and supportive aspects of supervision that may have been eroded over recent years in favour of a narrower, more managerial approach. The article concludes that, although the implementation of the PQ framework presents many challenges in relation to the role of the first-line manager, it has the potential to create work-place cultures of a more developmental and professional nature, which ultimately works to the advantage of those who use social work services.