Managing Professional Identities: Knowledge, Performativity and the "New" Professional

By Mike Dent; Stephen Whitehead | Go to book overview

1

Introduction

Configuring the ‘new’ professional

Mike Dent and Stephen Whitehead

The social and cultural assumptions that surround the term ‘professional’ have never been subject to so much question as they are now. These debates reflect an era when the certainties, divisions and assumptions which held true through most of the twentieth century are no longer available to us. They no longer provide us with a secure sense of place and grounding. There is a new and rigorous scrutiny abroad, a social polemicism driven by the urge to deconstruct and subvert all comforting ideologies, beliefs, heroes and myths. This may well be a healthy state both socially and individually, it may even be a sign of a mature society, but it comes at a price. The price is a loss of faith, trust and sense of order, an increased perception of risk. As we search for new meanings and signposts in our constructions of reality, we are increasingly denied recourse to those statuses that have long anchored cultural, class and social difference. One of the anchors of order has been ‘the professional’: someone trusted and respected, an individual given class status, autonomy, social elevation, in return for safeguarding our well-being and applying their professional judgement on the basis of a benign moral or cultural code. That professional no longer exists. They have gone, swept aside by the relentless, cold, instrumental logic of the global market, and with it the old order has been upturned. There are many who will welcome this quiet but fundamental revolution. There are others who will mourn the passing of the old-style ‘professional’. But whatever one’s perspective, it is evident that in this new era we are all expected to be professional, to perform professionally. In losing its exclusivity, being professional has become the leitmotif of the postmodern age.

As the notion of professionalism has become reconfigured, emerging as a ubiquitous, compelling icon for all organizational players, so has the ideology/discourse of managerialism risen to ascendancy. The subsequent blurring of the boundaries between professionalism and managerialism has been profound across both the public and private sectors, leading to a significant slippage of identity for those professionals who previously saw themselves as exclusive and privileged and, thus, somewhat removed from the messy business of managing resources. Now there is no area of organizational life unsubjected to increasingly sophisticated regimes of accountability. Whether in the public or private sector, the professional has no escape from being managed nor, indeed, from managing others.

-1-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Managing Professional Identities: Knowledge, Performativity and the "New" Professional
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 262

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.