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Recent Developments in the Theory of Learning and the Identity of the Manager

  • Richard Thorpe

    (Manchester Metropolitan University)

  • Karel Pavlica

    (University of Economics, Prague)

  • David Holman

    (Sheffield University)

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    One view of the manager is as a ‘practical’ scientist. In contrast to this image, many managers do not see themselves in this light and are uncomfortable with the notion that to be successful they should act in purely a mechanistic ‘scientific’ way. Alternative to this view is to see the manager as a ‘reflective practitioner’, but this is only one of a number of metaphors that might be used. This paper introduces the metaphor of the manager as a ‘practical author’ and puts the way language is used within social contexts centre stage. The paper does not dismiss or undervalue the concept of the reflective practitioner but rather, offers an additional image thought to be useful to managers when considering how they might act. Three examples of how a manager might be developed using these ideas are given. Social constructivist accounts of Managerial Activity. Management Learning and Organisational Development.

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    Article provided by Faculty of Economics and Business, University of Zagreb in its journal Zagreb International Review of Economics and Business.

    Volume (Year): 1 (1998)
    Issue (Month): 2 (November)
    Pages: 91-105

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    Handle: RePEc:zag:zirebs:v:1:y:1998:i:2:p:91-105
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