Wiley Encyclopedia of Management 2015
DOI: 10.1002/9781118785317.weom110067
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Managerial Roles

Abstract: Drawing on role theory this article examines definitions and meaning of managerial roles. It explores the evolution of understanding of managerial roles from tight associations with traditional managerial functions toward a broader understanding informed by in‐depth inductive studies. Commonalities in constitutive roles are identified before an exploration of recent research examining continuity in roles overtime and the implication of context and levels on managerial roles.

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Cited by 3 publications
(2 citation statements)
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“…Critical theory provides a solid foundation from which to question intent and explore the dehumanising effects of managerial control. The legacy of critical theory suggests inclusivity through the democratisation of control and decision making (Harney, 2014).…”
Section: Theoretical Framework Critical Theorymentioning
confidence: 99%
“…Critical theory provides a solid foundation from which to question intent and explore the dehumanising effects of managerial control. The legacy of critical theory suggests inclusivity through the democratisation of control and decision making (Harney, 2014).…”
Section: Theoretical Framework Critical Theorymentioning
confidence: 99%
“…This delegation of HRM decisions to line managers will commonly result in a greater scope for disparity and inconsistencies between the policy formulated at HR department level, on the one hand, and, on the other hand, the decisions taken by line managers (McCarthy, Darcy, & Grady, 2010, p. 160). This means that line managers are faced with a possible role conflict in trying to reconcile their HR responsibilities, on the one hand, while also being open and accommodating to the realities of employee experiences, on the other hand (Harney, 2014). Therefore, line managers play a critical role in influencing employee attitudes and behaviors by the way they put forward designed HR policies into practice, and they can be essential in improving organizations' outcomes .…”
Section: Growing Centralization By Line Managersmentioning
confidence: 99%