Managing, managerial control and managerial identity in the post‐bureaucratic world
Abstract
Purpose
The purpose of this paper is to provide an overview of the issues involved in managerial control and managerial identity in relation to the idea of a post‐bureaucratic organization. In addition it introduces the papers in this special issue.
Design/methodology/approach
The paper identifies the increasing complexity of issues of managerial control and managerial identity that arise from the idea of a post‐bureaucratic organization and post‐bureaucratic working practices, such as flex‐work and project management.
Findings
The paper suggests that the form and nature of managerial control and managerial identity are constantly evolving and in a state of flux as a consequence of processes of (de)bureaucratization and (re)bureaucratization.
Originality/value
The paper raises important questions about the nature of management in post‐bureaucratic work environments and challenges the behaviourist competencies approach to developing managers.
Keywords
Citation
McKenna, S., Garcia‐Lorenzo, L. and Bridgman, T. (2010), "Managing, managerial control and managerial identity in the post‐bureaucratic world", Journal of Management Development, Vol. 29 No. 2, pp. 128-136. https://doi.org/10.1108/02621711011019260
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited