Working towards leisure

Expanded individual availability and flexibility is necessary in order to progress in a management career to senior level. If managers owe all their time to the organisation and their work as managers they are left with no time to invest in the management of their private lives. Therefore, it remains unspoken in their management work how they are able to create time and space to enjoy free time during their non-working hours. Managers female partners prepare all the domestic work in the private sphere in order for the manager to enjoy their free time in any leisure activity. The empirical evidence for this argument derives from 64 in-depth interviews with male managers from three European countries (Germany, Portugal, the United Kingdom) working for one large multinational company. These interviews cover the views of a variety of male managers with an age range between 30 and 65 years and, thus, different management positions and life stages. This article explores three different layers of time in male managers work careers: non-working time, free-time and leisure time. It includes the concept of leisure work which enables managers to devote themselves absolutely to whatever they want to do in their non-working time. Therefore combining a professional career and family life for male managers is only a question of balancing their work as male managers and leisure time and not an issue of tension between employment and domestic obligations.

Nice work if you can get it? The changing character of academic labour in Sweden and England

This paper considers recent attempts to introduce managerial reform in higher education. In exploring the issues the paper draws on an interviewing programme conducted with female and male academics in Sweden and England responsible for delivering change: heads of department, heads of division and principal lecturers. The aim is to examine the implications for the day-to-day work of academics arising from the reforms and to consider the gender implications. The paper conceptualises the areas of academic responsibility along the following dimensions identified by the academics themselves: dog work, tough work, care work, real work and nice work. In bringing into sharper focus the harsher realities of academe, and exploring the overlap and connectivity between gender and academic labour, it is argued that intellectual labour is hard work indeed, particularly for women.