The Work of Managers: Towards a Practice Theory of ManagementStefan Tengblad OUP Oxford, 16.2.2012 - 365 sivua Managers are significant actors in contemporary organizations and yet there is very little deep-level analysis of what managers do, and how they understand their managerial selves and social situations. Instead of evaluating management techniques according to their internal logic and systematic qualities, this book advances the 'practice perspective', using behaviour and activities of successful, experienced, and skilled managers as the primary data for theorizing good management. In this book, academics review classic literature on managerial work, discuss methodological and theoretical approaches, and present empirical studies on various kinds of managers at different levels of organizations, in different roles, and different sectors, from construction site managers and CEOs of large companies to university vice chancellors and front-line health care managers. It makes the case for studies of managerial work that look beyond the rational and ordered world to the challenges presented by, inter alia, work and information overload, complexity, performance pressures, unintended consequences, and irreconcilable expectations. |
Sisältö
A practice perspective on leadership and managerial work | 45 |
Operational managerial work | 103 |
Administrative managerial work | 165 |
Managerial work in small businesses | 243 |
The way forward | 299 |
| 357 | |
Muita painoksia - Näytä kaikki
The Work of Managers: Towards a Practice Theory of Management Stefan Tengblad Rajoitettu esikatselu - 2012 |
The Work of Managers: Towards a Practice Theory of Management Stefan Tengblad Esikatselu ei käytettävissä - 2013 |
The Work of Managers: Towards a Practice Theory of Management Stefan Tengblad Esikatselu ei käytettävissä - 2012 |
Yleiset termit ja lausekkeet
actions activities actors administrative approach aspects behaviour Business cent CEOs chapter communication complex concept concerns construction contacts context deal decisions described direct director discussion effective emotions empirical employees example executives expectations experience findings firms formal four function idea important increased individual industry influence institutions interest interpretation interviews involved issues Journal knowledge lead leaders leadership less managerial managers means meetings methods Mintzberg models municipal nature observations operational organizational organizations performance perspective planning political politicians position possible practice present Press problems production professional question relationships requires responsibility Review role Science settings shadowing situation social strategic stress structure subordinates tasks Tengblad theoretical theory tions types understanding University values