Sharing information for product quality and food safety in China: barriers and enablers
Proceedings of the 2nd international conference on Theory and practice of electronic governance
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This paper is about two managers of Red Cross refugee camps in Tanzania who manage by exception in rather exceptional circumstances. Using a model of managerial work that delineates roles carried out at the information, people, and action levels, inside and outside the unit, these managers' activities concentrate especially on communicating and controlling a chaotic situation in a steady state, at least temporarily. While many other managers appear to be moving away from conventional forms of managing--to more linking instead of leading and convincing instead of controlling, etc.--here are two managers who seem to be going the other way, precisely because their situation is so unconventionally risky. Ned Bowman's great contribution has been not justabout risks and options per se, butin the risks that he himself took and the options that he himself exposed. In this spirit, the paper concludes with a plea for the opening up not simply of content, but of context.