Fundamentalists, priests, martyrs and converts: A typology of first tier management in Further Education

Research in Post-Compulsory Education

Volumn 16, Issue 1, 2011, Pages 101-121

  Page, Damien ^a  

^a UNIVERSITY OF GREENWICH   (United Kingdom)

Author keywords

Administration; Autonomy; Colleges; First line management; First tier managers; Further Education; Leadership; Management styles; Metaphors; Public sector management

Indexed keywords

EID: 79952729151     PISSN: 13596748     EISSN: 17475112     Source Type: Journal    
DOI: 10.1080/13596748.2011.549738     Document Type: Article

References (71)

1. Ackroyd, S., I. Kirkpatrick, and R. Walker. 2007. Public management reform in the UK and its consequences for professional organization: A comparative analysis. Public Administration 85, no. 1: 9-26.
2. Association of Colleges. 2008. Further education colleges: Key facts. London: AoC.
3. Association of Colleges. 2009. College key facts. London: AoC.
4. Barker, P. 2006. Succession planning for middle managers: Exploring the factors affecting the recruitment of teachers to middle management posts. In Researching leadership in the learning and skills sector, Vol. 1, ed. D. Collinson, 95-107. London: Centre for Excellence in Leadership.
5. Barker, P., and J. Brewer. 2008. Leading teachers: The role of leadership in teaching and middle management. In Leadership development and succession, Vol. 9, ed. D. Collinson, 31-48. Lancaster: Lancaster University/CEL.
6. Barry, J., J. Chandler, and H. Clark. 2001. Between the ivory tower and the academic assembly line. Journal of Management Studies 38, no. 1: 87-101.
7. Brannon, M., G. Pearson, and F. Worthington. 2007. Ethnographies of work and the work of ethnography. Ethnography 8, no. 4: 394-402.
8. Briggs, A. 2005. Middle managers in English further education colleges: Understanding and modelling the role. Educational Management Administration and Leadership 33, no. 1: 27-50.
9. Bryce, T. 2008. Proactive vs reactive management. Ezine Articles. http://ezinearticles.com/?Proactive-Vs-ReactiveManagement&id=910202.
10. Burchill, F. 2001. The road to partnership? Forcing change in the UK further education sector: From 'college incorporation' and 'competition' to 'accommodation and compliance'. Employee Relations 23, no. 2: 46-163.
11. Camus, A. 1956/2006. The fall. London: Penguin Classics.
12. Casey, C. 1999. 'Come join our family': Discipline and integration in corporate organizational culture. Human Relations 52, no. 2: 155-78.
13. Chell, E., and L. Pittaway. 1998. A study of entrepreneurship in the restaurant and café industry: Exploratory work using the critical incident technique as a methodology. International Journal of Hospitality Management 17, no. 1: 23-32.
14. Chia, R., and I. King. 2002. The language of organization theory. In The language of organization, ed. R. Westwood and S. Linstead, 310-25. London: Sage.
15. CIPD (Chartered Institute of Personnel and Development). 2009. The role of front line managers in HR. http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm.
16. Cole, P. 2000. Men, women and changing managements of further education. Journal of Further and Higher Education 24, no. 2: 203-15.
17. Cook, D. 2007. Martyrdom in Islam. Cambridge: Cambridge University Press.
18. Cornelissen, J. 2006. Beyond compare: Metaphor in organization theory. Academy of Management Review 30, no. 4: 751-64.
19. Cragin, M., C. Palmer, V. Varvel, A. Collie, and M. Dolan. 2009. Analyzing data curation job descriptions. Center for Informatics Research in Science and Scholarship. http://www.ideals.illinois.edu/handle/2142/14544.
20. Davison, P., and E.J. Burge. 2010. Between dissonance and grace: The experience of postsecondary leaders. International Journal of Lifelong Education 29, no. 1: 111-31.
21. Descartes, L. 2007. Rewards and challenges of using ethnography in family research. Family and Consumer Sciences Research 36, no. 1: 22-39.
22. Edward, S., F. Coffield, R. Steer, and M. Gregson. 2007. Endless change in the learning and skills sector: The impact on teaching staff. Journal of Vocational Education and Training 59, no. 2: 155-73.
23. Elkind, A. 1998. Using metaphor to read the organisation of the NHS. Social Science and Medicine 47, no. 11: 1715-27.
24. Emerson, M., and D. Hartman. 2006. The rise of religious fundamentalism. Annual Review of Sociology 32: 127-44.
25. Fetterman, D.M. 1989. Ethnography: Step by step. Thousand Oaks, CA: Sage.
26. Fleming, P., and A. Spicer. 2003. Working at a cynical distance: Implications for power, subjectivity and resistance. Organisation 10, no. 1: 157-79.
27. Goodhew, G., P. Cammock, and R. Hamilton. 2007. The management of poor performance by front-line managers. Journal of Management Development 27, no. 9: 951-62.
28. Hales, C. 2005. Rooted in supervision, branching into management: Continuity and change in the role of first-line manager. Journal of Management Studies 42, no. 3: 471-506.
29. Hammersley, M. 2006. Ethnography: Principles in practice. London: Routledge.
30. Hersey, P., and K.H. Blanchard. 1969. Management of organizational behavior-Utilizing human resources. Upper Saddle River, NJ: Prentice Hall.
31. Hirst, K. 2010. Priest. About. com: Archaeology. http://archaeology.about.com/od/pterms/qt/priest.htm.
32. Hood, C. 1991. A public management for all seasons? Public Administration 69, no. 1: 3-19.
33. Izzatt-White, M., S. Kelly, and M. Rouncefield. 2004. Bureaucracy and leadership. London: Centre for Excellence in Leadership.
34. Izzatt-White, M. 2005. Tough at the top, even tougher at the bottom: The role of leadership in making staff feel valued. Paper presented at Rethinking Leadership: New Directions in the Learning and Skills Sector, June 27-29, at Lancaster University.
35. Jameson, J., and I. McNay. 2007. Ultimate FE leadership and management handbook. London: Continuum.
36. Jauhiainen, A., and M. Alho-Malmelin. 2004. Education as a religion in the learning society. International Journal of Lifelong Education 25, no. 5: 459-74.
37. Kelly, S., M. Izzatt White, D. Randall, and M. Rouncefield. 2004a. Stories of educational leadership. Paper presented at CCEAM Conference, October 20-27, Hong Kong and Shanghai.
38. Kelly, S., M. Izzatt-White, and M. Rouncefield. 2004b. The nature of leadership: Meetings as the 'stuff' of educational leadership. London: Centre for Excellence in Leadership.
39. Kerfoot, D., and S. Whitehead. 2000. Keeping all the balls in the air: Further education and the masculine/managerial subject. Journal of Further and Higher Education 24, no. 1: 183-201.
40. Krane, V., and S. Baird. 2005. Using ethnography in applied sports psychology. Journal of Applied Sport Psychology 17, no. 2: 87-107.
41. Lee, H., and G.C. Cummings. 2008. Factors influencing job satisfaction of front line nurse managers: A systematic review. Journal of Nursing Management 16, no. 7: 768-83.
42. LLUK (Lifelong Learning UK). 2009. The lifelong learning workforce in England. http://www.lluk.org/documents/lifelong-learning-workforce-in-england-factsheet.pdf.
43. Labour Party. 2010. The Labour Party Manifesto: A future fair for all. http://www2.labour.org.uk/manifestosplash?gclid=CPedx9m_g6ECFc9i4wodeD0j_Q.
44. Lumby, J. 1997. Developing managers in further education part 1: The extent of the task. Journal of Further and Higher Education 21, no. 3: 345-54.
45. Lumby, J., and F.W. English. 2010. Leadership as lunacy and other metaphors for educational leadership. Thousand Oaks, CA: Corwin.
46. Martins, L.P. 2007. A holistic framework for the strategic management of first tier management. Management Decision 45, no. 3: 616-41.
47. Martins, L.P. 2008. The nature of the changing role of first-tier managers: A long-cycle approach. Journal of Organizational Change Management 22, no. 1: 92-123.
48. McNamara, C. 2009. Definitions (and misconceptions) about management. Free Management Library. http://managementhelp.org/mgmnt/defntion.htm.
49. McNay, I. 1988. The reality of college management. York: Longman, for the Further Education Unit.
50. McNay, I. 1989. Learning to manage. Lincoln: Further Education Unit.
51. McTavish, D., and K. Miller. 2009. Gender balance in leadership? Reform and modernization in the UK further education sector. Educational Management Administration & Leadership 37, no. 3: 350-65.
52. Mercer, J. 2009. Junior academic-manager in higher education: An untold story? International Journal of Educational Management 23, no. 4: 348-59.
53. Middlehurst, R. 2004. Changing internal governance: A discussion of leadership roles and management structures in UK universities. Higher Education Quarterly 58, no. 4: 258-79.
54. Milner, J. 2002. Organizational behaviour. New York: Oxford University Press.
55. Mulcahy, D. 2004. Making managers within post-compulsory education: Policy, performativity and practice. Research in Post-compulsory Education 9, no. 2: 183-202.
56. Oswick, C., T. Keenoy, and D. Grant. 2002. Metaphors and analogical reasoning in organization theory: Beyond orthodoxy. The Academy of Management Review 27, no. 2: 294-303.
57. Page, D. 2010a. Change, resistance and coping: A study of first tier managers in Further Education. PhD dissertation, University of Greenwich.
58. Page, D. 2010b. Routine resistance and the absence of trust: First tier managers in further education. Paper presented at 9th Discourse, Power, Resistance Conference, March 30-April 1, at the University of Greenwich, London.
59. Paloutzian, R., J. Richardson, and L. Rambo. 1999. Religious conversion and personality change. Journal of Personality 67, no. 6: 1047-79.
60. Paterson, H. 1999. The changing role of the course leader within a higher education/further education context. Research in Post-Compulsory Education 4, no. 1: 97-116.
61. Prichard, C., and R. Deem. 1999. Wo-managing further education: Gender and the construction of the manager in the corporate colleges of England. Gender and Education 11, no. 3: 323-42.
62. Purcell, J., and S. Hutchingson. 2007. Front-line managers as agents in the HRM-performance causal chain: Theory, analysis and evidence. Human Resource Management Journal 17, no. 1: 3-20.
63. Rabey, G. 2008. The potential of the frontline manager. Industrial and Commercial Training 40, no. 3: 156-61.
64. Reigeluth, C.M. 2004. Chaos theory and the sciences of complexity: Foundations for transforming education. Paper presented at the AERA Annual Meeting, April 12-16, in San Diego, CA.
65. Robson, J. 2006. Teacher professionalism in further and higher education: Overcoming obstacles and creating opportunities. London: Routledge.
66. Savage, J. 2006. Ethnographic evidence. Journal of Research in Nursing 11, no. 5: 383-93.
67. Shain, F. 2000. Managing to lead: Women managers in the further education sector. Journal of Further and Higher Education 24, no. 2: 217-30.
68. Taylor, I. 2007. Discretion and control in education: The teacher as street-level bureaucrat. Educational Management Administration & Leadership 35, no. 4: 555-72.
69. Thomas, R., and A. Davies. 2005. Theorizing the micro-politics of resistance: New public management and managerial identities in the UK public services. Organization Studies 26, no. 5: 683-706.
70. Wilson, F. 2002. Dilemmas of appraisal. European Management Journal 20, no. 6: 620-9.
71. Winter, R. 2009. Academic manager or managed academic? Academic identity schisms in higher education. Journal of Higher Education Policy and Management 31, no. 2: 121-31.