Managerial Work
Published on 26. August 1998
Book
Hardback
440 pages
978-1-85521-971-7 (ISBN)
Description
Social scientists in the post-war period went into organizations and sought to explore what actually happened and thus to test the armchair theories produced by earlier writers. Managerial work is literally defined as the work that managers do, but what is a manager, and is all the work managers do managerial? The articles which make up this volume have been selected to provide an historical overview of the field. They aim to give the reader an understanding of the different kinds of studies that have been done, the different methodologies that have been used and their advantages and disadvantages, the criticisms that have been made of the field, and the suggestions for future work. But the main aim has been to illustrate different kinds of studies and overall to show the different ways in which managerial work can be conceptualized and studied. Tha articles that make up this volume cover such areas as the direction of activity and communication in a departmental executive group, predictors of variation in managerial roles, structured observation as a method of studying managerial work, models for understanding managerial jobs and critical research overviews.
More details
Series
Language
English
Place of publication
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
College/higher education
Professional and scholarly
Illustrations
Illustrations
Dimensions
Height: 177 mm
Width: 251 mm
ISBN-13
978-1-85521-971-7 (9781855219717)
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Schweitzer Classification
Content
Part 1 Field study reports: the direction of activity and communication in a departmental executive group, T. Burns; differential decisions in the management of an industrial plant, N.H. Martin; management in action, T. Burns; the work activities of "middle" managers - an exploratory study, J.L. Horne and T. Lupton; roles in a manufacturing organziation, R.L. Marples; managerial work - analysis from observation, H. Mintzberg; predictors of variation in managerial roles, J. Child and T. Ellis; what effective general managers really do, J.P. Kotter; managerial behaviour, uncertainty and hierarchy - a prelude to a synthesis, J. Hannaway; what do Russian managers really do? an observational study with comparison to US managers, F. Luthans et al. Part 2 Methodological: the use of diaries to study managers' jobs, R. Stewart; structured observation as a method of studying managerial work, H. Mintzberg; how managers plan - the analysis of managers' activities, N. Snyder and W.F. Glueck; beyond structured observation - methodological issues and new directions, M.J. Martinko and W.L. Gardner; are the classical management functions useful in describing managerial work?, S. Carroll and D.J. Gillen. Part 3 Theoretical: a model for understanding managerial jobs and behaviour, R. Stewart; on the nature of managerial tasks and skills - their distinguishing characteristics and organization, R. Whitley; enactment in managerial jobs, N. Fondas and R. Stewart. Part 4 Critical research overviews: studies of managers - a fresh start?, D.L. Marples; what do managers do? a critical review of the evidence, C.P. Hales; studying managerial work - a critique and a proposal, H. Willmott; studies of managerial jobs and behaviour - the ways forward, R. Stewart; managerial work - forty years later, H. Mintzberg.