MANAGEMENT PROCESSES, MANAGEMENT DIVISIONS OF LABOUR AND MANAGERIAL WORK: TOWARDS A SYNTHESIS

Emerald - 1989
ColinHales

Tóm tắt

Over the past thirty years or so, a body, albeit a somewhat disarticulated body, of evidence on the work of managers has accumulated. The field of study which has given rise to this evidence is, from time to time, subject to ‘internal’ criticisms by some of its own practitioners (Luthans and Davis 1980, Marples 1967, Mintzberg 1973, Stewart 1983) whose main contention, predictably, is that the studies do not, methodologically or analytically, always live up to their self‐imposed project. The studies in short are upbraided for what they have imperfectly done. In an earlier paper (Hales 1986) I sought to extend and add to these criticisms of studies of managers' work. I argued that the studies fail to distinguish, within the vague term ‘managerial work’, between: first, ‘management’ as a process and ‘managers’ as a particular category of agents; second, managerial work as a totality and managerial jobs as clusters of that (and other) work; third, what managers are required to do (role definition) and what they actually do (role performance) and fourth, the outputs and purpose of managerial work (managerial tasks and responsibilities) versus the inputs and practice of managerial work (managers' behaviour and activities). These ambiguities are, I suggested, symptomatic of a rather narrow empiricist approach and failure adequately to theorise the ‘management’ which managers are, apparently, doing. In this way, I wanted to arrive at, rather than merely assert, the proposition that the activities of managers cannot be adequately understood without setting them, empirically and theoretically, in a wider context.

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