Middle Managers’ Work in Recession and Austerity: A Longitudinal Study

Abstract

Although researchers have explored the impacts of structural changes on managerial work, few insights have been generated into whether the turbulent economic environment induced by a recession and/or an extended period of austerity accelerate known changes to managerial work and/or whether recession/austerity are revealing or causing previously unknown effects. This paper explores and analyses middle managers' reflections on how, if at all, their work is fundamentally changed by economic pressures such as recession and/or by choices of executives to impose such pressures during and post recession (commonly referred to as 'austerity measures'). The findings suggest that middle managers responded to the recession and ongoing economic austerity in a differentiated manner, with the initial responses being largely positive. Responses became negative over time,with examples of disillusionment and cynicism, as middle managers believed that their superiors were using the disguise of recession and austerity to introduce changes that impacted profoundly on their working lives and those of their subordinates.

How to be a hero: How managers determine what makes a good manager through narrative identity work

“…Thirdly, the paper draws new attention to the diverse ways in which a manager role may be interpreted, and to calls to centre managers themselves, and their situated understandings and accomplishments, rather than management (Harding et al, 2014; Harris and Ogbonna, 2020; Korica et al, 2017). The three manager cases presented here are not exclusive but point to a far wider range of possible interpretations of the manager role, particularly as these managers all worked within the same organisational role and discursive context.…”

“…This has resulted in a plethora of literature dedicated to answering how to be a good manager, focusing on issues such as how managers make decisions, and the skills and competences that managers should acquire. However, such literature has tended to be prescriptive, based on an assumed objective and agreed understanding of what the manager role is (Mantere, 2008), with much less attention paid to how managers themselves perceive and experience their role (Harding et al, 2014; Harris and Ogbonna, 2020; Korica et al, 2017); and to date the consensus on that manager role is ‘fairly inconclusive’ (Gjerde and Alvesson, 2020: 128). Despite attempts to create a management profession there remains no common set of professional norms (Bresnen et al, 2019).…”

“…This is by no means a settled question amongst management scholars (Gjerde and Alvesson, 2020; Harding et al, 2014; Korica et al, 2017) despite the prescriptive nature of much of the literature (Harding et al, 2014; Mantere, 2008). Additionally, there continue to be calls to pay closer attention to managers themselves, their situated meaning-making and accomplishments (Harding et al, 2014; Harris and Ogbonna, 2020; Korica et al, 2017) and although the recent turn to identity has generated important new insights, studies have remained focused on processes of becoming a manager, rather than how managers determine what it is they are seeking to become . Managers are subject to different expectations from different organisational constituents, and are therefore required to respond to, negotiate or resolve competing responsibilities (Bresnen et al, 2019; Clarke et al, 2009; Kempster and Gregory, 2017).…”

The Contribution of Healthcare Middle Managers as Change Agents in the Era of Covid-19: Critical Review

“…Harris and Ogbonna ( 2020 ) explored and analyzed Middle Managers’ responses or acts on what will happen if all the work essentially changed by economic pressures such as a recession crisis. The findings propose that Middle Managers responded to the recession in a differentiated mode, with the early responses being mainly positive.…”

What do we know about small and medium enterprises’ survival in a post-global economic crisis context?

“…In particular, the global economic crisis (GEC) of 2008 has been perceived by many leading economists as the worst economic crisis since the Great Depression and the deepest post-World War II depression, affecting most of the world's national economic systems, as well as the activities of firms (Ma et al, 2014). For instance, many companies have been forced to redefine their business interests, introduce cutbacks, pursue margin-shaving imperatives and implement saving strategies and austerity plans in order to survive in an uncertain environment (Harris and Ogbonna, 2020).…”