Interim management: an enquiry into praxis

This paper contributes to the body of knowledge of interim management, through a process of interview, the development of an extended case study and reflection on practice. It develops a theory of interim management that conceptualises interim managers as process consultants working at an individual level in organisational development. It draws a distinction between instrumental stopgap contracting, functional consulting and consultancy. Interim managers largely operate as functional consultants, but bring to assignments the wider set of skills of process consulting. Their effectiveness is partially derived from their ability to bridge across organisational groups, and their ability to distinguish between organizational politics and the "back staging" required to deliver their assignments. Clients look for relevant sector experience in engaging interim managers and this constrains interim managers in offering cross sector services. Interim managers demonstrate value to organisations through the development of the staff they work with in the delivery of assignments. This paper report on the author’s first person action research into his practice as an interim manager which draws on the research described, on reflection on that research and the author’s practice as an interim manager. It has enabled the author to relate his practice to theory, to the practice of other interim managers, and provided an opportunity to think through issues of personal values and developmental needs. The paper also develops a viewpoint of the nature of knowledge, locates that viewpoint in the context of management education, and presents a conceptual argument that positions deficiencies in management education as a driver for the development of the interim management market. This paper report on the author’s first person action research into his practice as an interim manager which draws on the research described, on reflection on that research and the author’s practice as an interim manager. It has enabled the author to relate his practice to theory, to the practice of other interim managers, and provided an opportunity to think through issues of personal values and developmental needs. The paper also develops a viewpoint of the nature of knowledge, locates that viewpoint in the context of management education, and presents a conceptual argument that positions deficiencies in management education as a driver for the development of the interim management market.

Name dc:type.qualificationname

dba

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

Nottingham Trent University

Year dc:date.issued

2014

Author dc:creator

• Tyrrell, J

Language dc:language

en