Avoiding the pitfalls of managerialism: lessons from the Fiji Islands and Scotland

This chapter examines two contrasting approaches to management—“people-oriented” and “task-oriented”—and explores their implications within cross-cultural contexts, drawing on lessons from the Fiji Islands and Scotland. The “people-oriented” approach, exemplified in the Fiji Islands, prioritizes understanding the history, culture, and ethos of an organization, with new line managers focusing on building relationships with junior staff as a foundation for collaboration. This approach emphasizes that while a manager may have the legal authority to assign tasks, moral and cultural considerations suggest that effective task allocation is best achieved through mutual respect and relational understanding. In contrast, the “task-oriented” approach, commonly associated with managerialism and often observed in Global North countries, emphasizes task assignment and productivity, frequently bypassing relational dynamics. In this model, line managers, often working closely with Human Resources, may rely on the dominant discourse of professionalism to construct official work records. These records, in turn, can serve as tools for enforcing part-time work arrangements or justifying redundancies, sometimes at the expense of employee well-being. This chapter critically reflects on the broader cultural and ethical dimensions of these management styles, highlighting how relational approaches can bridge cultural divides, foster inclusivity, and improve organizational outcomes. It provides valuable insights for leaders navigating the complexities of modern cross-cultural management, emphasizing the importance of balancing productivity demands with cultural sensitivity and human-centric values.