Managing as a Performing Art
认为高层管理者的活动与演员的表演同构，管理本质上是戏剧性的，并通过对比演员基恩和企业家亚科卡，探讨了文本解读、排练与表演、个性化的重要性，最后指出当前管理教育压制个性，建议通过实践而非听课来成为管理明星。
SUMMARY This paper considers the activities of senior managers as isomorphic with the activities of actors. It takes performing as not a matter of metaphor, but a matter of form; life at the top of an organization is intrinsically theatrical; each of us is blessed or cursed with histrionic sensibility. Proceeding by way of a comparison of Edmund Kean and Lee lacocca it touches upon matters of text and interpretation, rehearsal and performance and the importance of individuation. The argument – such as it is – is that both Kean and lacocca perform themselves , the former's Richard III, the latter's Chrysler being the fullest realizations of that which was, hitherto, inchoate and emergent. The final part of the paper is concerned with the implications of this perspective for education, training and development; current management education appears geared to reduce rather than to promote individuality. Techniques are imposed and answers are provided and the entire educational performance revolves around teachers as performers rather than managers as performers. The way to become a management star, it is suggested, is to do managing, not simply to be audience for academic stars.