Managing, managerial control and managerial identity in the post‐bureaucratic world

Steve McKenna (York University, Toronto, Canada)
Lucia Garcia‐Lorenzo (London School of Economics, London, UK)
Todd Bridgman (Victoria University, Wellington, New Zealand)

Journal of Management Development

ISSN: 0262-1711

Publication date: 9 February 2010

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

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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