Bringing a fresh perspective to the evaluation of management problems, this book scrutinizes the influence managers have on employees’ understanding. It considers how managers use ideas and visions to frame their employees’ internalized understanding of the external rules and instructions that govern their work. The book brings an interpretative perspective to the question of individual and group competence and looks at how this is linked with understanding. The book refers throughout to international case studies and considers the cross-cultural impact on management and understanding at work.
Chapter One: Understanding Becomes a Key Issue
Understanding Becomes a Key Issue
A Paradigm Shift is Taking Place in Management
During the last two decades, we have witnessed a substantial shift within both management practice and academic discussions concerning how human action can be managed effectively in an acceptable way. Some writers, like Beckérus et al. (1988), have described it as a doctrinal shift while other scholars, such as Clark and Clegg (2000) and Pearce and Conger (2003), have portrayed it as a paradigm shift in management. The central message is that a shift is taking place in management from using direct techniques, such as specific rules and instructions, to the development and use of more indirect techniques, such as vision, mission, culture and values, together with a leadership ...