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

Managing the Self and Fitting the Part

Managing the self and fitting the part

You manage yourself every day don't you? I think it's just a natural thing that you do, you know, yea.

Ron Scott takes us back to Chapter 1, where it was proposed that ‘managing’, in its broadest sense, is an activity of everyday life. Our everyday ‘managing’ requires us to manage tasks – organising our time to fit in all we want and have to do. It has social elements – presenting ourselves in all the different situations and to all the different people we may encounter in the course of a day. We ‘manage others’ as we try to persuade them to our way of thinking, or try to smooth relationships in ...

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