How Do Managers Think?

A participant observation research study among managers is drawn upon to argue that the thinking which shapes the actions of managers can be seen as informed by sets of beliefs and generalizations which involve a mixture of pragmatic and moral principles. Personal patterns of managerial practice are informed by value-orientated lay theories which managers evolve as part of the parallel processes by which they shape their personal self-identities and learn to handle the shifting demands of their managerial work. It does not follow, however, that these espoused principles directly shape behaviour. Various factors limit the possibility of managers' potential `theories in use' being fully put `into use' in practice. This paper concentrates on the context of corporate power and control within which managers are likely to operate. It is recognized, however, in the conclusion, that more general factors of basic human fragility and angst may also be major limiting factors-these relating to a double-control problem which characterizes all managerial work.