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 Playing the Part

Managing the Self and Playing the Part

Managing the self and playing the part

We have been listening to people talking about the process of coming to see themselves as ‘managers’. We now move on to hear something about their experiences of acting as managers. Most of the managers we met were aware of ways in which they had changed or learned to control the way they acted and the way they presented themselves at work. In itself, this is not surprising, it goes with taking on a new social position – being ‘the manager’. People arrive with some ideas and expectations of appropriate behaviour for a person doing that job. However, as we have seen in Chapter 3, these are by no means as clear ...

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