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Managing Oneself in Role: A Working Tool for the Management of Change

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  • Peter Simpson
  • Robert French

Abstract

Changes in the nature of work and in organizational structures in the UK public sector have had a major impact on working roles and relationships. The authors explore whether a new approach to organizational role could help managers in HM Customs and Excise to meet the changing demands and challenges now facing them. A dynamic, rather than bureaucratic, view of role is required, which can support flexible working patterns and encourage innovation. Role should be seen as a method or ‘working tool’, rather than a prescribed set of behaviours, and being provisional, it is something to be worked with, rather than fixed and merely learned by rote. This conceptualization of role can contribute significantly to the implementation of change initiatives.

Suggested Citation

  • Peter Simpson & Robert French, 1998. "Managing Oneself in Role: A Working Tool for the Management of Change," Public Money & Management, Taylor & Francis Journals, vol. 18(2), pages 45-50, April.
    • Handle: RePEc:taf:pubmmg:v:18:y:1998:i:2:p:45-50
    DOI: 10.1111/1467-9302.00115
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