Becoming Manager
作者通过自传体反思，讲述自己成为英国某小型大学管理系主任的经历，探讨管理工作的碎片化特征、自我与同事关系的变化，以及权力、中心性和速度的诱惑。
This article is comprised of autobiographical reflections on becoming the head of a management department in a small English university. I assume that being a manager is not an identity or occupation that is ever finished or fully occupied, and hence the article is structured as a series of confessions, reflexive conversations and interruptions. The main themes of the article are the fragmented character of managerial work, the changing relations between self and colleagues, and the seductions of power, centrality and speed. I conclude with some observations on the relationship between a critical management academic identity and managerial practice.