The Emergent ManagerThe Emergent Manager examines the process of becoming a manager within organizations and considers how people relate the ways in which they 'manage' their lives to their development as managers in the workplace. At the heart of the book is the idea of the individual engaged in a continual process of 'becoming'. Focusing on the reported experiences of managers, the book is richly illustrated throughout with examples drawn from a variety of workplaces, including the civil service, academia, the retail industry, construction and engineering, banking and the prison service. Tony Watson and Pauline Harris together provide a new understanding of the nature of the management role and the ways in which |
Contents
The cast | 16 |
Approaching and entering managerial work | 27 |
22221 | 50 |
Managing to manage | 57 |
Learning to manage and managing to learn | 86 |
Early learning | 98 |
watching yourself and watching others | 107 |
Managing the self and fitting the part | 115 |
Managing the self and playing the part | 141 |
Managing relationships and doing the right thing | 156 |
emergent managers in | 219 |
| 242 | |
Author Index | 249 |
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Common terms and phrases
accounts achieve activities agers Alicia Coltrane Andrew Shepherd Arthur Blakey aspects aware becoming a manager Betty Smith career Carrie Bley challenge Chapter Charles Parker Colin Hawkins deal decisions Diane Washington difficult discursive Eddie Hayes Ellen Fitzgerald example expectations experience feel feeling rules felt gerial Harry Lyttleton ideas important individual involved issues Jack Dodds Jean Holliday Julian Adderley Kathy Westbrook Kevin Berry kind Lawrence Young learning lives Liz Carter Liza Potts look Lucy Armstrong mana Marion Brown Mark Taylor Mary Rainey mean ment Mike Davis move notion organisation person position present pressures problem questions realised recognise relationships responsibility role Ron Scott Sally Vaughan seen senior sense situations skills social sort spoke staff strategy there's things Tom Smith Tracey