LEADER 04072nam 2200649Ia 450 001 9910465751403321 005 20200520144314.0 010 $a0-19-967739-5 010 $a9786613426833 010 $a1-283-42683-8 010 $a0-19-162810-7 035 $a(CKB)2560000000293368 035 $a(EBL)834728 035 $a(OCoLC)772845037 035 $a(SSID)ssj0000643105 035 $a(PQKBManifestationID)11408303 035 $a(PQKBTitleCode)TC0000643105 035 $a(PQKBWorkID)10653335 035 $a(PQKB)10295065 035 $a(StDuBDS)EDZ0000076737 035 $a(MiAaPQ)EBC834728 035 $a(Au-PeEL)EBL834728 035 $a(CaPaEBR)ebr10523333 035 $a(CaONFJC)MIL342683 035 $a(EXLCZ)992560000000293368 100 $a20120126d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 04$aThe work of managers$b[electronic resource] $etowards a practice theory of management /$fedited by Stefan Tengblad 210 $aOxford ;$aNew York $cOxford University Press$d2012 215 $a1 online resource (384 p.) 300 $aDescription based upon print version of record. 311 $a0-19-963972-8 311 $a0-19-173866-2 320 $aIncludes bibliographical references and index. 327 $aCover; Table of Contents; List of Figures; List of Tables; Notes on the Contributors; Part I: Framework; 1. Overcoming the rationalistic fallacy in management research; 2. Management in practice: Overview of classic studies on managerial work; Part II: A practice perspective on leadership and managerial work; 3. Managerial leadership as event-driven improvisation; 4. Managerial leadership: Identities, processes, and interactions; 5. Multi-framing as a tool in top management teams; Part III: Operational managerial work; 6. Work activities and stress among managers in health care 327 $a7. Leadership as muddling through: Site managers in the construction industry8. R&D managers leading knowledge workers with care; Part IV: Administrative managerial work; 9. Managers at the municipal top; 10. The Swedish Municipality Director: A managerial function between politics and administration; 11. Leaders of modern universities: Primi inter pares or chief executive officers?; 12. Managerial work at the top: Tracing changes in work practices and efforts towards theory development; Part V: Managerial work in small businesses 327 $a13. Managerial behaviour in small firms: Does it matter what managers do?14. The duality of strategic managerial work in SMEs: A structuration perspective; 15. Managerial practices in family-owned firms: Strategizing actors, their arenas, and their emotions; Part VI: The way forward; 16. Refining shadowing methods for studying managerial work; 17. Bridging the management theory and practice gap; 18. Conclusions and the way forward: Towards a practice theory of management; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W 330 $aManagers are significant actors in contemporary organizations and yet there is very little deep-level analysis of what managers do, and how they understand their managerial selves and social situations. Instead of evaluating management techniques according to their internal logic and systematic qualities, this book advances the 'practice perspective', using behaviour and activities of successful, experienced, and skilled managers as the primary data for theorizing good management.In this book, academics review classic literature on managerial work, discuss methodological and theoretical approa 606 $aManagement 606 $aLeadership 608 $aElectronic books. 615 0$aManagement. 615 0$aLeadership. 676 $a658.4/092 676 $a658.4092 701 $aTengblad$b Stefan$0997430 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910465751403321 996 $aThe work of managers$92287525 997 $aUNINA