Table Of ContentTHE DIVERSITY OF MANAGEMENT
Also by Rosemary Stewart
CHOICES FOR THE MANAGER
CONTRASTS IN MANAGEMENT
*HOW COMPUTERS AFFECT MANAGEMENT
*LEADING IN THE NHS: A Practical Guide
THE BOSS: The Life and Times of the British Businessman (with Roy Lewis)
THE DISTRICT ADMINISTRATOR IN THE NATIONAL HEALTH SERVICE
(with Jenny Blake, Peter Smith and Pauline Wingate)
THE REALITY OF MANAGEMENT
*THE REALITY OF ORGANIZATIONS
Also by Jean-Louis Barsoux
MANAGEMENT IN FRANCE (with Peter Lawrence)
THE CHALLENGE OF BRITISH MANAGEMENT (with Peter Lawrence)
*Also published byPalgrave Macmillan
The Diversity of
Management
Twelve Managers Talking
Rosemary Stewart
and
lean-Louis Barsoux
M
©Rosemary Stewart and Jean-Louis Barsoux 1994
Softcover reprint of the hardcover 1st edition 1994 978-0-333-58574-0
All rights reserved. No reproduction, copy or transmission of
this publication may be made without written permission.
No paragraph of this publication may be reproduced, copied or
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the provisions of the Copyright, Designs and Patents Act .1988,
or under the terms of any licence permitting limited copying
issued by the Copyright Licensing Agency, 90 Tottenham Court
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Any person who does any unauthorised act in relation to this
publication may be liable to criminal prosecution and civil
claims for damages.
First published 1994 by
THE MACMILLAN PRESS LTD
Houndmills, Basingstoke, Hampshire RG21 2XS
and London
Companies and representatives
throughout the world
ISBN 978-1-349-13089-4 ISBN 978-1-349-13087-0 (eBook)
DOI 10.1007/978-1-349-13087-0
A catalogue record for this book is available
from the British Library
To those who can, with gratitude
Contents
Preface IX
Introduction xi
TWELVE MANAGERS TALKING
Part I Three Service Managers
1. Selling Hospitality 3
lonathan Orr-Ewing
2. Chain Store Management 14
Pat Hughes
3. Landlord of Paddington Station 23
Tony Walker
Part 11 A Mix of Senior Managers
4. Managing a Complex Project 33
Patrick Crotty
5. A Hybrid Job 46
Peter Thorpe
6. Turnround in the Car Industry 57
Terry Belton
7. Managing Sales 65
Roger Clayton (pseudonym)
8. Managing Money 73
Patricia Scott
9. An Actuarial Vision 86
Derek Impey (pseudonym)
vii
viii Contents
Part III Three Chief Executives
10. Multi-site Management in a PLC 97
Arthur Vale (pseudonym)
11. Managing a Changed Public Service 108
Derek Smith
12. Winning Friends and Influencing People 122
Barbara Young
Part IV Conclusions
13. Comparing the Jobs: the Managers' Views 137
14. The Diversity of Management 159
Appendices
I The Interview Schedule 177
11 Questions for Students 179
Index 181
Preface
Our prime debt of gratitude is to the twelve managers who agreed to be inter
viewed about their jobs. It is they who made this book possible. We are grateful
to them for giving their time when they were hard pressed and for talking so
interestingly about their jobs.
We are indebted to Peter Snow, our colleague at Templeton College, for his
especially helpful editorial suggestions, though the defects that remain are, of
course, ours. We are grateful, too, to Lorraine Matthews for her competent and
willing help in preparing the manuscript.
ix
Introduction
The core of this book is twelve managers' accounts of twelve very different kinds
of jobs. These are followed by two chapters that compare and contrast what the
managers said, discuss the lessons and draw conclusions.
The aims of the book are to:
• provide (we hope) stimulating insight into managers' work;
• assist career guidance, either for those wishing to embark on a managerial
career or those wanting to switch from their previous function or industry,
by showing how jobs differ in their demands and in their satisfactions;
• help managers to pick up ideas from others' views and experience of
management;
• give management students a better understanding of what management is
really like and provide case material for management teachers.
These are all important practical aims. But the original reason for doing the inter
views was to pursue a long-standing interest in the nature of the differences
between managers' jobs. For that reason the book also has an underlying and
more academic aim to contribute to an improved understanding of the similarities
and differences in managerial jobs:The main emphasis is on how jobs differ. This
is not to underrate the existence and importance of similarities, but these usually
get far more emphasis than the differences in teaching, research and writing
about management.
It is important to understand these differences to avoid the costly and unhappy
appointments of people who fail to adapt - or to be accepted - in a different kind
of job. It is also important in order to ensure that management development takes
more account of the differences within jobs with the blanket label of 'middle',
'senior' or 'top' manager.
CHOICE OF INTERVIEWEES
We looked for managers in different kinds of jobs and types of organizations who
were willing to cooperate. We also sought to find ones who were likely to talk
interestingly about their jobs. We judged this either by our knowledge of them or
by what others told us about them. Twelve jobs obviously limited the range of
differences that could be included. The differences that we chose as likely to be
most important were:
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