Reconceptualising line management in project‐based organisations

Bredin, Karin; Söderlund, Jonas

doi:10.1108/00483480710774061

Cited by 33 publications

(19 citation statements)

References 27 publications

(54 reference statements)

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“…Such training may also help public services avoid costly litigation and damage to their public reputation. This recommendation is in line with the findings of Bredin and Soderlund (2007), who maintain that greater attention needs to be given to the recruitment and training of line managers as there are currently significant shortcomings in HR management competencies amongst line managers.…”

Section: Resultssupporting

confidence: 65%

The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services

McGuire

Stoner²,

Mylona³

2008

Journal of Change Management

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The commercialization of public services has led to enhanced customer service and arguably improved employee performance. Central to these efforts has been a radical reconsideration of the role of line managers. By devolving responsibility for human resource (HR) practices to line managers, public services organizations expect a closer relationship between line managers and employees with speedier decision-making and more effective resolution of workplace problems. Partnership models involving HR specialists and line managers are becoming increasingly common. This article presents a model identifying the context, enablers and inhibitors of line manager HR involvement. It concludes that adequate support needs to be provided to line managers to enable them to effectively take on new HR responsibilities.

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Section: Resultssupporting

confidence: 65%

The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services

McGuire

Stoner²,

Mylona³

2008

Journal of Change Management

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“…Furthermore, PMs' urge to see immediate value from their projects confirms that their ties with projects are stronger than their ties with the PBO as suggested by , which further seems to support the notion of prospective learning. Accordingly, the PMO would benefit from possessing capabilities of a coach (Bredin and Söderlund, 2007;Desouza and Evaristo, 2006), a relationship promoter and facilitator to improve their brokering capacity.…”

Section: Discussionmentioning

confidence: 99%

Managing the needs of end‐users in the design and delivery of construction projects

Pemsel

Widén²,

Hansson³

2010

Facilities

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Purpose-The twofold purpose of this paper is identifying areas of difficulty in managing the needs of end-users in the course of the design and delivery of construction projects and suggesting possible solutions. Design/methodology/approach-The focus of the paper is the interaction between three principal parties: end-users, project leader (a selected end-user) and facility planner (a facilities professional). The context is two projects in the public sector: a university and a hospital. The end-users of both are known from the start and participate in the whole process. The paper is based on a case study comprising 12 interviews-seven end-users and five professionals. Findings-The research shows that during the project's design and delivery, communication and attitudinal problems have to be managed alongside the inherent difficulty of understanding end-users' real needs. To help in managing these issues, facility planners relied heavily on pedagogical and behavioural skills, rather than formalised methods as found in the literature. Practical implications-The findings highlight areas of difficulty for managers and planners and how these areas were handled in practice. Suggestions on how to resolve some of the areas are presented and discussed. Originality/value-Much of the research related to managing end-users focuses on how to extract value from the construction process, for instance providing greater flexibility and improved air quality. This paper concentrates on relations between parties who are central to the briefing, design and delivery process

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“…Of importance here are a number of human resource-based studies concerned with the managerial facilitation of employees' learning (e.g., Beattie, 2006;Bredin & Söderlund, 2007;Macneil, 2001;Noer et al, 2007), with an emphasis on informal learning from a noneducational perspective (Doornbos et al, 2004). The emphasis on informal learning is shared by studies that belong to the stream of adult-learning and workplace-learning literature, examples of which are Ellström (2010) and Wallo (2008).…”

Section: Previous Researchmentioning

confidence: 99%

“…The empirical focus is on middle managers' efforts to influence ways of working in their organisation as a means to stay competitive in the global software communication market. Previous research has enhanced the knowledge about learning-committed leadership (Ellinger, 2005), about attempts to intentionally influence both learning (e.g., Doornbos et al, 2004;Ellinger & Bostrom, 2002;Noer, 2005) and personal competence (Bredin & Söderlund, 2007), often with a focus on face-to-face communication and with the manager as an interaction partner (Koopmans et al, 2006). This paper, by contrast, analyses managers' efforts to influence how work is carried out through indirect acts of influence, i.e., through indirect pedagogic interventions that may change the conditions for experiential learning (Döös & Ohlsson, 1999).…”

Section: Introductionmentioning

confidence: 99%

Beyond being present: learning-oriented leadership in the daily work of middle managers

Döös

Johansson

Wilhelmson

2015

Journal of Workplace Learning

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Abstract.Purpose -In their daily work, managers influence the organisation's learning conditions in ways that go beyond face-to-face interaction. Neither the influencer nor those influenced are necessarily aware that they are engaged in learning processes. This paper contributes to the understanding of learning-oriented leadership as being integrated in managers' daily work. The particular focus is on managers' efforts to change how work is carried out through indirect acts of influence. Design/methodology/approach -The research was part of a larger case study. The data set comprised interviews with nine middle managers about ways of working during a period of organisational change. A learning-theoretical analysis model was used to categorise managerial acts of influence. The key concept concerned pedagogic interventions. Findings -Two qualitatively different routes for indirect influence were identified concerning social and organisational structures: one aligning, that narrows organisational members' discretion, and one freeing, that widens discretion. Alignment is built on fixed views of objectives and on control of their interpretation. The freeing of structures is built on confidence in emerging competence and involvement of others. Research limitations/implications -The study was limited to managers' descriptions in a specific context. An issue for future research is to see whether the identified categories of learning-oriented leadership are found in other organisations. Practical implications -The learning-oriented leadership categories cover a repertoire of acts of influence that create different learning conditions. These may be significant for the creation of a learning-conducive environment. Originality/value -The study contributes an alternative way of thinking about how work conditions are influenced that impact on learning in organisations. Managerial work that creates conducive conditions for learning doesn't need to be a specific task. Learning-oriented elements are inherent in aspects of managerial work and managers' daily tasks can be understood as expressions of different kinds of pedagogic intervention.

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Reconceptualising line management in project‐based organisations

Cited by 33 publications

References 27 publications

The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services

The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services

Managing the needs of end‐users in the design and delivery of construction projects

Beyond being present: learning-oriented leadership in the daily work of middle managers

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