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The UK NHS which is the largest organisation in Europe provides high quality healthcare free at the point of delivery to all its citizens. NHS managers play an instrumental role within it as they are expected to implement the various government led reforms designed to make the NHS an increasingly efficient, effective and accountable organisation. This study is concerned with examining the NHS managerial culture in the context of the various challenges and tensions facing the 21st century NHS managers. The study explores the NHS managers' core values with a view to investigating the relative strength of the managers' commitment towards altruistic based values befitting the NHS ethos. Furthermore given that it is widely recognised that the NHS managers believe the public hold a generally negative view of them, this study also develops an understanding of the implications of the NHS managers' negative perceived public image for their self and work identity. The importance of how managers perceive their self and work identity and how they believe they are perceived by others has implications for their work performance, organisational commitment and satisfaction. Through a qualitative based research design the study draws upon semi-structured interviews with twenty healthcare managers working in the public and private sectors within London and explores their views, perceptions and experiences in relation to the above issues. The interviewees consisted of healthcare managers working in an Acute Care NHS Trust and for comparative reasons also included managers who worked in a large private sector hospital. The comparative interviews were useful in determining the extent to which the key issues central to this study were unique to the NHS managerial culture or whether they were equally pertinent to the wider healthcare managerial sector. The main theoretical framework underpinning this study is derived from and is relevant to Organisation Culture, New Institutional Theory, Self and Work Identity Theory and Corporate Social Responsibility. These relatively disparate fields of study are drawn upon in an integrated manner to explore and discuss the findings as they prove useful in developing a more holistic and deeper understanding of the key issues central to this study. The study findings demonstrate that the majority of NHS managers had actively sought the opportunity to work in a caring based profession such as the NHS because it was underpinned by altruistic based values thereby demonstrating a high level of commitment to these values. Unlike the private healthcare managers, all the NHS managers interviewed reported that they believed the public viewed them negatively and for many of the NHS managers this caused tensions in relation to their self and work identity. Half of the NHS managers, regardless of whether they came from clinical or non-clinical backgrounds, reported emotions of demoralisation, frustration, irritation and anger as a result of this negative perceived public image. These findings provide unique and hitherto unexplored insights into the challenges and tensions facing NHS managers. Possible mitigating strategies and potential policy implications are explored in this thesis.

No / What is management and how do the people who become managers take on a managerial identity? How does text inform the manager's identity? From cultural studies we understand that the relationship between text and reader is not passive but that each works upon the other and that text is active in forming the identity of the reader. However, analysis of management textbooks published since the 1950s reveals that textboks construct a world in which chaos is kept at bay only by strong management and in which strong management is based upon the rationality of modernity. This book exposes and analyses such claims-to-truths and theorises their arguments using the work of Butler and Foucault, the sociology of scientific knowledge, crtical legal studies, art history and queer theory. By revealing the post-modern turn in these texts,The Social Construction of Managementis both a critical and empirical study that explores the constitution of managerial identities in the age of masseducation in management. An exciting contribution to the growing body of knowledge within critical management studies, this book challenges the way we think about organizations and their management, and about management education as a whole. This is thought provoking reading for anyone studying management or working int he managerial organization

Quand le contexte organisationnel d'une entreprise évolue, quelles sont les conséquences sur le rôle des managers ? La littérature traitant du travail managérial a longtemps considéré que le rôle du manager était stable et unique quel que soit l'environnement organisationnel dans lequel il prenait place. Pourtant les recherches en design organisationnel montrent que les évolutions profondes des modes de coordination ont un impact sur la hiérarchie et la chaîne d'encadrement verticale qui la caractérise, donc sur le rôle des managers dans la coordination. On peut alors se demander comment procéder pour faire évoluer les rôles managériaux. Quels leviers peuvent servir à transformer les pratiques des managers ? Pour étudier cette question, nous avons suivi pendant plusieurs années en recherche intervention une administration publique qui a entrepris de transformer ses rôles managériaux suite à une évolution forte de son environnement et de ses missions. Nous avons appliqué une grille d'analyse conçue à partir des travaux sur les dynamiques de rôles des managers qui permet d'étudier le nouveau rôle de manager et la capacité des managers à entrer dans ce rôle. Pour parvenir à jouer leur rôle les managers mobilisent des ressources cognitives, stratégiques et subjectives. Un diagnostic des ressources disponibles individuellement et collectivement est donc nécessaire pour étudier la capacité des managers à entrer dans le nouveau rôle.L'étude de la démarche de professionnalisation des managers mise en place dans cette administration montre la volonté de faire acquérir des compétences aux managers. Or nous démontrons la difficulté à expliciter et à transmettre ces compétences via ce type de formation. D'autre part les managers ne disposent pas collectivement des ressources stratégiques nécessaires pour faire ce qu'on leur demande. Et on constate parfois individuellement des déficits de ressources subjectives. On pourrait donc anticiper un blocage dans la dynamique d'appropriation des rôles.Une étude des évolutions sur plusieurs années permet de constater trois situations où les blocages sont levés :1. les rôles ne sont pas les mêmes pour tous les managers et certains disposent de davantage de ressources que les autres quand l'activité requiert une évolution forte de leur rôle. 2. quand ils ne disposent pas des ressources suffisantes, certains managers s'efforcent d'acquérir de nouvelles ressources 3. ou bien, il arrive que l'organisation évolue vers des situations de management partagé pour prendre en charge une fonction managériale que les managers ne peuvent prendre en charge, faute de ressources individuelles et/ou collectives suffisantes. / When organisational context is evolving, what are the consequences for the role of managers ? Litterature about managerial work considered for a long time that the managerial role was single and steady whatever was its organisational background. Nevertheless, researches in organizational design point that a deep development of organizational configuration impact the company's hierarchy and the managerial role of coordination. How to proceed to change managerial roles ? Which actions can transform managers practices?This thesis adressed this issue on the basis of a several years collaborative research in a public administration. This administration decided to transform managerial roles after a deep change of its environment and its missions. We applied an analytical framework built from a review of managerial identity work litterature. The framework guides us to study the new managerial role and how managers can perform this new role. The study implies a diagnosis of cognitive, strategic and subjective ressources available for managers individually and collectivelly.The case of a procedure of management professionalization, set up in this administration, shows the means used to have managers acquire new competences. This also shows how difficult it is to explicit and to transfer the managerial competences by this type of training. Moreover, managers don't have collectively the required strategic ressources to do what they are supposed to do. Besides, some managers don't have individually the needed subjective ressources. Hence a block of role dynamic could be anticipated.A study of evolutions during severals years allow to show three situations where block are resolved :1. roles are not the same for all managers and some of them have more ressources than others when activity requires a deep role evolution. 2. when ressources are insufficient, some managers tried to acquire new ressources. 3. or, sometimes the organization evolved towards situations of shared management to take charge of the managerial function, which managers can't stand because of a lack of ressources, collectively and/or individually.