The subject of the thesis is: The Self-Management of Managers. The aim of the thesis is to shift the perspective on self-management from employees to managers and, at the same time, assume a perspective that paves the way for a greater diversity in the understanding of the self-management of managers. In order to analyze the self-management of managers, a scientific theoretical perspective is developed based on three theorists from the constructivist tradition: Nietzsche, Foucault and Townley. The scientific theoretical perspective is then operationalized into an analytical strategy. Overall, the structure of the thesis is based on an analysis of depth. Hence, the analysis consists of first, a topography of the self-management of managers, second, an analysis of the requisites of the topography and third, an analysis of which effects of self-management the managers perceive. As the thesis is empirically embedded, the analysis is based on interviews with six managers. In the first part of the analysis, the first question of the thesis statement is answered: How do managers perceive their self-management, and how do they unfold it? In the second part of the analysis, the second question of the thesis statement is answered: Which requisites form the basis of the managers’ perception of their self-management, and their unfolding of it? In the discussion, the third question of the thesis statement is answered: Which effects of self-management do the managers perceive? It is found that the discourse in which the managers are embedded is characterized by a lack of consistency, and that this may imply that the discourse is not yet fully developed, and that a former formulation is developing towards a new formulation of the discourse. Furthermore, it is found that both the coaching and the authoritarian management style can be seen as expressions of power and, hence, that power is not dependent on whether the role as a leader is rendered highly visible or less visible. In addition to this, when looking at the self-management of managers, it is found that their technologies of the self and their technologies of power are inseparable, which emphasizes how self-management is merely another form of power.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||111|