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Downsizing, delayering, corporate liposuction, lean manufacturing, empowerment, knowledge management and networked organization have shaken traditional assumptions about management to their foundations. Postmodern conditions have fragmented established identity resources and created a crisis of managerial self-confidence. Drawing on detailed qualitative studies and theory on gender and power to explore the impact of recent changes on managers' identities and their responses in constructing new and multiple identities, Managing Identity develops much needed models for evaluating shifts from modern to postmodern management and new managerial subjectivities.
List of contents
List of Tables List of Figures Acknowledgements Introduction: Managing Identity Restructuring Middle Management Management in Three Movements: Exploring Middle Managers' Subjectivities Rewriting Power and Gender into the Management of Meaning and the Meaning of Management 'Breaking up Is Hard to Do': Hierarchy and Networking in Carlux Seduction in Nylons 'Why not Take All of Me?': Achievement and Commitment in Larts Disrupted Identities in a Still-Organized World Appendix 1: Research Methodology Appendix 2: Research Methods Index
About the author
ALISON PULLEN is Senior Lecturer in Critical Management and Director of the PhD programme in the Department of Management Studies at the University of York, UK. She has previously worked at the Universities of Durham, Essex and Leicester. Her books include Identity and Organization and Thinking Organization (both edited with Stephen Linstead, Routledge 2005). She has published in several journals on issues of identity, gender, organizational change and poststructuralist feminism, and is an Associate Editor of Gender, Work and Organization.
Summary
Downsizing, delayering, corporate liposuction, lean manufacturing, empowerment, knowledge management and networked organization have shaken traditional assumptions about management to their foundations. Postmodern conditions have fragmented established identity resources and created a crisis of managerial self-confidence. Drawing on detailed qualitative studies and theory on gender and power to explore the impact of recent changes on managers' identities and their responses in constructing new and multiple identities, Managing Identity develops much needed models for evaluating shifts from modern to postmodern management and new managerial subjectivities.
