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.

Management: A Question of Managing Understanding

Management: A question of managing understanding

In the two introductory chapters we discussed a far-reaching paradigm shift that has taken place within management during the two last decades. The underlying message was that managers in general should abandon the principle of managing by providing detailed instructions that restrict people's freedom of action. Instead, they should lead by making people internalize visions and ideas, and by stimulating employees to make more use of their inherent capabilities. It is about increasing people's freedom of action in order to liberate their capacity. A key driver behind the paradigm shift is a growing conviction among practitioners and researchers that organizations have become considerably more dependent on being able to manage people's understanding of work. ...

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