From principled dissent to cognitive escape: managerial resistance in the English further education sector

Abstract

This article presents findings from a study of first tier managers (FTMs) within further education. While studies of managerial resistance are rare, this research highlights a range of resistant behaviours employed by first tier managers as they struggle to meet demands from students, their teams and the organisation. Resistance here is considered on a continuum from overt acts such as principled dissent to covert acts such as cutting corners and cognitive escape. While first tier managers primarily resisted acts of surveillance, performativity and managerialism, resistance was also found to be pragmatic, a means to cope with too much work and too little time. However, first tier managers also resisted the managerial identity that was implicit in their role. The article concludes that resistance, rather than being detrimental to the organisation, could potentially be seen as an act of participation rather than separation.

Keywords:

• first tier managers
• managerial resistance
• further education

Acknowledgements

I would like to thank Professor Emeritus Ian McNay and Dr. Jill Jameson for their support throughout this research.