The Unmaking of Management? Change and Continuity in British Management in the 1990s
Tóm tắt
In the late 1980s, a series of reports —notably, “The Making of Managers” by CharlesHandy-outlined a development path for management in theU.K. This was to be based on the development of aneducation and training base and the model set by leadingcorporations. A decade later, this paper reviews currenttrends in managerial work and employment against theexpectations of the late 1980s. In doing so, it distinguishes between the objectivecondition of British management and itsinstitutionalized meaning within wider British society.It argues that recent accounts of changes in managerialwork and employment have focused solely on incremental changes inthe empirical domain and have neglected importantdiscursive shifts in the way management is understoodand enacted within organizations. These shifts have been catalyzed by the emergence of a series oforganizational initiatives-first, Total QualityManagement (TQM) and, latterly, lean production andBusiness Process Reengineering (BPR)-which aim tosystematically deconstruct management by emphasizing workerempowerment, delayering, downsizing, and theredistribution of managerial functions. In short,initiatives such as these are contributing to the“unmaking of management.” Managerial groups aresubject to intensification and polarization, whilemanagerial practices are diffused throughout the workprocess.
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