Abstract:
Humour is a common phenomenon in the workplace. Not only is it prevalent amongst peers, but also frequently seen in manager-subordinate interactions. The central aim of this thesis is to explore how managers’ humorous responses to subordinates’ humour construct, characterise, relate to and reflect on the nature of their formal authority. The thesis understands humour as unfolding, shared, and interactional practice. A fluidity of authority emerges as the dominant motif in articulating and understanding the managerial humour that unfolds in humorous interactions. Any such phenomena of fluidity have largely remained shadowy in the humour literature. While the literature shows an emergent interest in the ambiguity around humour, it does not focus on the complexities of management and authority in that. Most of the literature focuses on dichotomous contexts where managerial humour tends to produce controlling discourses whilst subordinates’ humour is associated with resisting discourses. This thesis sets out to explore managerial humour, not only as used in producing controlling discourses, but also as unique phenomenon characterised by the complex and fluid relationship between the workings of managerial humour and broader authority processes. A social constructionist oriented analysis reveals four approaches to accomplishing authority: cautioning, downplaying, evaluation and directing; four of distancing authority: escape, indecision, surrender and shielding; and three of fluidity of authority: flow, unpredictability and slippage. Using data collected from one educational institution from Nepal, this thesis explores and illustrates the conceptual and practical possibilities in manager-subordinate humorous interactions through doing and distancing authority while acknowledging the multiplicity of managerial positionings that are re/negotiated. This tendency of fluid managerial positioning is further explored in terms of its implications for significant workplace performances and relationships.