– The purpose of this paper is to discuss the value of shadowing managers, in relation to other methods for studying managerial work, such as interviews and surveys.
Abstract
Purpose
The purpose of this paper is to discuss the value of shadowing managers, in relation to other methods for studying managerial work, such as interviews and surveys.
Design/methodology/approach
The paper reflects upon (empirical) studies of managers and managerial work, research and bodies of knowledge, and puts available insights into perspective.
Findings
Shadowing managers enables researchers to cope with the paradoxical situation that arises when managerial work is studied. Managerial work must be understood in as unbiased a way as possible; managers themselves are unable to understand their own work and the texts they use to capture their work and behavior are either superficial or “manipulative.” At the same time, managerial work cannot be understood without (theoretical) bias; researchers need a priori assumptions when they study real-life work, especially about the institutional settings in which work streams are embedded. The paper concludes that “theoretical shadowing” is relevant.
Originality/value
The paper brings together different bodies of knowledge that have evolved over time and shows that observing managers can never be done openly, despite remarks made by earlier students of managerial work.
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In this article, managerial competencies are derived from observations of public managers in action. Based on institutional theory, it is assumed that public managers are…
Abstract
In this article, managerial competencies are derived from observations of public managers in action. Based on institutional theory, it is assumed that public managers are competent when they know how to play the game of public management and how to apply the rules of the game. This assumption is legitimated by the use of the concept of ambiguity, which underscores the fuzzy, contested and equivocal nature of real life policy issues. When issues are fuzzy and equivocal, multiple ways of behaving are thinkable, so public managers will not do what is “best”, but what is considered to be “appropriate”. In a study of 12 public managers in action, it was observed how they allocated their attention amid different kinds of ambiguity which included unstable issue linkages, unclear impacts, continuous contestation and unpredictable exposure. Individual public managers handled these conditions by being able to do three things: they interpreted signals and events; institutionalized issues by creating issue labels, meetings, meeting items and texts and by establishing political back up; and they produced appropriate texts, in time, in order to take away unnecessary “heat”.
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Jeroen van Bockel and Mirko Noordegraaf
This paper examines the effects of performance driven public services on managerial behaviour and the values that influence individual actions.
Abstract
Purpose
This paper examines the effects of performance driven public services on managerial behaviour and the values that influence individual actions.
Design/methodology/approach
The approach is historical/institutional within a constructed theoretical framework
Findings
Fuelled by the “new public management” movement, public managers are forced to act in performance‐driven ways and instruments like “performance contracts” and “performance‐related pay” are being used to improve managerial behaviour and the professionalism of public officials. Consequently, public managers have acquired personal stakes in public organizations because when they meet organizational targets, they reap financial rewards. More efficiency, lower costs, and less waste, more responsiveness to customers, and increased flexibility are perceived to be good for society. These changes, however, are more than instrumental. They are about changing identities and changing the meaning of acting as a public official. Traditional Weberian ideas about how such organizing furthers the public good have been replaced by a performance‐driven conception of public management, which is strong on organizing, but weak on the public good. The paper concludes that professional public managers must be judged within the context of the “res publica”.
Originality/value
The paper contributes to the debate about professionalism within the context of NPM and whether this is compatible with a view of public service as serving the public interest
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Dichotomous “gap” thinking about professionals and managers has important limits. The purpose of this paper is to study the specific ontology of “the gap” in which different forms…
Abstract
Purpose
Dichotomous “gap” thinking about professionals and managers has important limits. The purpose of this paper is to study the specific ontology of “the gap” in which different forms of distances are defined.
Design/methodology/approach
In order to deepen the knowledge of the actual day-to-day tasks of Dutch healthcare executives an ethnographic study of the daily work of Dutch healthcare executives and an ontological exploration of the concept “gap” was provided. The study empirically investigates the meaning given to the concept of “distance” in healthcare governance practices.
Findings
The study reveals that healthcare executives have to fulfil a dual role of maintaining distance and creating proximity. Coping with different forms of distances seems to be an integral part of their work. They make use of four potential mechanisms to cope with distance in their healthcare organization practices.
Originality/value
The relationship between managers and professionals is often defined as a dichotomous gap. The findings in this research suggest a more dynamic picture of the relationship between managers and professionals than is currently present in literature. This study moves “beyond” the gap and investigates processes of distancing in-depth.
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Although professionals and the professions are vital players in all economic and business areas, there is a chronic shortage of research on professionals and their organizations…
Abstract
Purpose
Although professionals and the professions are vital players in all economic and business areas, there is a chronic shortage of research on professionals and their organizations in emerging markets. The purpose of this paper is to explain many fascinating and vital opportunities for research in these areas.
Design/methodology/approach
As a framework the author uses the five categories of professional organization research developed by Brock et al. (2014); and as such discusses: organizational models and structures, micro-organizational issues, diversity, new professions, and societal issues. For each category the author begins with a recent news item concerning emerging market professionals, outlines underlying scholarly issues, and presents some examples of significant indicative research. Finally, the importance and opportunities for research in emerging economies is presented along with some examples and directions for future work.
Findings
This short essay has endeavoured to show the importance of research in professionals and professional organization, to explain its relevance to contemporary society in general, and to present a concomitant research agenda.
Originality/value
First, it is crucial to understand that professional work is vital to the development of all developing markets. Further, research into professional work and organizations in emerging markets is severely lacking. Finally, this essay explains five areas with special research potential, each with examples from the emerging market context, and presents directions for future work.