The Emergent Manager examines the process of becoming a manager within organizations and considers how people relate the ways in which they 'manage' their lives to their development as managers in the workplace. At the heart of the book is the idea of the individual engaged in a continual process of 'becoming'. Focusing on the reported experiences of managers, the book is richly illustrated throughout with examples drawn from a variety of workplaces, including the civil service, academia, the retail industry, construction and engineering, banking and the prison service. Tony Watson and Pauline Harris together provide a new understanding of the nature of the management role and the ways in which

Learning to Manage and Managing to Learn

Learning to manage and managing to learn

The picture that emerges from the previous chapters is of managerial work as a rather vaguely defined, and often poorly understood, occupation which is made sense of by those who do it in a variety of different ways. People enter managerial work, too, in various different ways and each individual works out for themselves how to come to terms with the quite considerable challenges which such employment entails. We have seen something in the earlier chapters of how individuals, in the process of talking about their work, make sense of what they do and how they come to be where they are. We ourselves have tried to make sense of what they ...

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