ABSTRACT
This chapter is based on a study into the comparative influences of critical management and technicist management learning on managers’ practice at work. It illuminates how a discourse perspective on learning, managing and organising enables an exploration of how managers talk about and perform their management practice. This is explored both as a way of understanding learning as an encounter with new discourse, and as providing, through discourse analysis, a methodological approach to studying the influence of formal learning on management practice by researching micro-processes of managing through everyday social interactions that company members engage in as they undertake their work.
