The emergent manager and processes of management pre-learning
By: WATSON, Tony J
.
Material type: 
ArticlePublisher: 2001Subject(s): Discurso | Educação | Family | Learning | Management | Process | Self | Social ConstructionManagement Learning 32, 2, p. 221-235Abstract: Two contributions are offered to the study and understanding of management learning process. First, the concept of the `emergent manager` is offerd. At a simple level, this recognizes that people in managerial work do not suddenly `become` managers and that, once established in such work, they do not cease to learn and develop either as individuals or managerial workers. But the concept is also developed to encourage theoretical trends in the study of management learning which utilize newer thinking in both organizational theory and psychology to develop processual understandings of individual and organizational emergence - a process in which learning is a central component. Second, this style of analysis is applied to the study of a selection of managers in a diverse set of organizational situations and to the ways in which their `management learning` can be understood as beginning prior to their formally becoming managers. The extent to which management learning can be seen as a apect of `learning about life` or `learning about self` is considered. Attention is then given to ways in which roots of management learning can be found in individuals` family experiences, scholl and leisure activities and pre-managerial occupational involvement. A distinction is offered betweenthe ways the `pre-managers` learn about management and learn to manage in their non-managerial work experience
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Two contributions are offered to the study and understanding of management learning process. First, the concept of the `emergent manager` is offerd. At a simple level, this recognizes that people in managerial work do not suddenly `become` managers and that, once established in such work, they do not cease to learn and develop either as individuals or managerial workers. But the concept is also developed to encourage theoretical trends in the study of management learning which utilize newer thinking in both organizational theory and psychology to develop processual understandings of individual and organizational emergence - a process in which learning is a central component. Second, this style of analysis is applied to the study of a selection of managers in a diverse set of organizational situations and to the ways in which their `management learning` can be understood as beginning prior to their formally becoming managers. The extent to which management learning can be seen as a apect of `learning about life` or `learning about self` is considered. Attention is then given to ways in which roots of management learning can be found in individuals` family experiences, scholl and leisure activities and pre-managerial occupational involvement. A distinction is offered betweenthe ways the `pre-managers` learn about management and learn to manage in their non-managerial work experience
Click on an image to view it in the image viewer
There are no comments for this item.