Professioal sense-makers - managerial competencies amidst ambiguity
By: NOOREGRAAF, Mirko
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Material type: 
ArticlePublisher: 2000Subject(s): Competência | Setor PúblicoThe International Journal of Public Sector Management 13, 4, p. 319-332Abstract: In this article, managerial competencies are derived from observations of public manager in action. Based on institutional theory, it is assumed that public managers are competnt when they know how to play the game of public managmnt and how to apply the rules of the gam. 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 "approapriate". In a study of 12 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 thy allocated their attention amid different kinds of ambiguity which included unstable issue linkages, unclear impacts, continuous constestation and unpredictable exposure. Individual public managers hanled these conditions by being abl to do three things - they interpred signals and events, institutionalized issues by establishing political back up, and they produced appropriate texts, in time, in order to take away unnecessary "health"
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
In this article, managerial competencies are derived from observations of public manager in action. Based on institutional theory, it is assumed that public managers are competnt when they know how to play the game of public managmnt and how to apply the rules of the gam. 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 "approapriate". In a study of 12 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 thy allocated their attention amid different kinds of ambiguity which included unstable issue linkages, unclear impacts, continuous constestation and unpredictable exposure. Individual public managers hanled these conditions by being abl to do three things - they interpred signals and events, institutionalized issues by establishing political back up, and they produced appropriate texts, in time, in order to take away unnecessary "health"
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