Focuses on the work of managers in new forms of organisations which are flexible, horizontally integrated, and decentralised. Although much has been written about managers, including their roles, functions, and skills, the organisational context is changing, and new perspectives are needed. A process perspective is a way of understanding the work of managers in these contexts. The paper suggests two pivotal management processes, the exercise of judgment and the use of influence, through which managers add value to more general organisational processes. Some directions for research are suggested and a classroom exercise for introducing graduate students to this topic area is outlined.
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