of managerial work. We believe that this form of analysis is unhelpful. The nature of organisational life places
responsibility on managers to perform and achieve in a context where often they neither understand how their actions produce results, although experience shows them that they do, nor are they able to influence the most volatile element in the organisation – other people whom they don’t control. Secondly, partly as a result of this uncertainty, their assessment of themselves is also under downward pressure. That does not mean they succumb to that pressure and with experience they manage it.
Managers thus have two parallel challenges in
their professional lives. One is about controlling their organisational unit and the other is about continuously contributing to its ‘performance’. Where the managers’ contributions to both their organisation and their identity are under threat, consultants’ offers of support, control, organisational improvement are about managing their identity as managers. A positive managerial identity is sought-out, and gratefully and uncritically accepted. Consultants’ ideas and techniques should, in this intervention, play a role in creating the organisation in such a way that it is possible to control, change, and ‘improve’ – and, at the same time, reinforce a
www.trainingjournal.com September 2015 37
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