The term ‘managerialism’ has been widely used but theoretical publications on managerialism remain rare while theory development continues to be insufficient. This article is a contribution to the current discussion on managerialism. Managerialism is a deeply ideological project transcending its traditional position when entering into society. The following theoretical rather than empirical article sets out to present a short overview of the current debate on managerialism, seeking to deliver some preliminary approximations on a possible definition of managerialism and its ideological project. The second part highlights what distinguishes managerialism from neo-liberalism. It is followed by a brief discussion on ideology. Clarifications on managerialism and ideology set the scene for a few preliminary introductory thoughts in ‘Early Signposts for a Future Critical Theory of Managerialism’. The conclusion provides a brief emancipatory note on what lies beyond managerialism.

What Is Managerialism

Habermas and Historical Materialism: A Review Essay:

Purpose – The aim of this paper is to contribute with increased knowledge of the complex role of internal communication during a crisis like the COVID-19 pandemic. More specifically, the authors want to address the following research questions. How can the overall approach to internal crisis communication during the pandemic be interpreted, and what view of internal crisis communication does this approach reflect? What has been characteristic of the leadership communication during the pandemic? What do coworkers think of their communication role and how well does the internal communication support that role? Design/methodology/approach – This article is based on a case study of an authority with 1,000 employees. The empirical material consists of both documents and interviews. The analyzed documents include steering documents, e-mails to managers from the support function and newsletters from the top manager. The 17 interviews comprise managers, coworkers and communication managers. All interviews were recorded and the authors have conducted verbatim transcriptions.Findings – The pandemic is an example of a wicked problem that involves a lot of ambiguity. Often organizations try to handle wicked problems by trying to control it through traditional management skills and practices. A pandemic demands a leadership, culture and communicative approach that highlights the importance of coworkers. In the studied organization the authors found knowledge and rhetoric about the value of coworkers and communicative coworkership. However, top management does not encourage, support and award practices that are in line with the espoused culture. The key to success is top managers that walk the talk and act as role models.Practical implications – Crisis managers and crisis communicators need to focus more on improvisation, flexibility, listening and how to approach and make sense of the uncertain. In general, there is a tendency to rely too much on simple tools and to oversimplify complexity. Complex crises such as the pandemic raise new demands on leadership. Effective crisis leadership in a complex crisis seems to be much more democratic and collaborative than often assumed. If coworkers are expected to act as ambassadors or organizational representatives, they also need to be given better support for that role.Originality/value – This article highlights the importance of closing the gap between espoused and enacted culture in order to change from a managerialistic internal crisis communication to a process internal crisis communication approach.Keywords Internal communication, Leadership, Communicative coworkership, Internal crisis communication Paper type Research paper (Less)

/pdf/what-was-that-all-about-on-internal-crisis-communication-and-1j3m9qq2w5.pdf

What was that all about? On internal crisis communication and communicative coworkership during a pandemic

Managerialism versus professionalism is a central axis of conflict across many occupations ‘The profession of arms’ is no exception This article explores the contested yet symbiotic relationship of management and the military via a discussion of the Vietnam conflict and contemporary debates over restructuring the US military to fight so-called ‘New Wars’ It portrays a complex picture of the organization and measurement of destruction, arguing that managerialism has long been an important ideological element of civilian and military practice While management systems such as the infamous ‘measurements of progress’ in the Vietnam War were practically dysfunctional, they were effective up to a point in their managerialist goal of portraying civilian and military organizations as effective, evidence-based, progressive and ethical This logic also pertains to contemporary debates over ‘progress’, and its measurement in the Iraq and Afghanistan counterinsurgencies and the campaign against Isil Despite its p

“Killing is our business and business is good”: The evolution of ‘war managerialism’ from body counts to counterinsurgency

Sage, Justesen, Dainty, Tryggestad and Mouritsen’s chapter examines the role that animals play within human organizational boundary work. They thus challenge the latent anthropocentricism in many, if not most, theories of organization that locate animal agencies outside the boundary work that is said to constitute organizing. Inspired by actor–network theory and animal geography, alongside animal encounters at an infrastructure project in the UK and a housing development in Scandinavia, they suggest humans may organize, even manage, by conducting relational boundary work with animal agencies, spacings and timings. With their conceptual and empirical engagements, they develop three concepts—Invitation, Exclusion and Disturbance—to help apprehend how such organizings of space and time are themselves dependent upon entanglements between human and animal agencies. These concepts are proposed to explain how animal, and perhaps other non-human agencies, might be better acknowledged as sometimes constituting human capacities to organize, even managerially control, space and time.

/pdf/organizing-space-and-time-through-relational-human-animal-20xpqu1tey.pdf

Organizing space and time through relational human–animal boundary work: Exclusion, invitation and disturbance

Managerialism: A Critique of an Ideology by Thomas Klikauer

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Managerialism: A Critique of an Ideology by Thomas Klikauer