Hester Paanakker

procurers and private operators, due to the nature of their function, may interpret and act upon identical values very differently (2016, p. 13). How, then, may organizational roles within the public sector hierarchy impact on value perceptions of frontline craftsmanship? Two different views that argue quite the opposite may be distinguished. 4.3 Organizational Role Differences Minimize Value Convergence? The first perspective of relevance is the vision of role theory, which would indicate stark differences between the role, norms and values of different groups throughout the organizational hierarchy. Traditionally, bureaucracies are comprised of operators, managers and executives: “those whose work actually justifies the existence of a given organization”, those “who coordinate the work of operators to achieve organizational goals” and those “responsible for maintaining their organizations” (Wilson 1989 in Frederickson et al. 2012, 53). Evidently, such different organizational roles bring along different tasks and expectations – observable role conflict is therefore to some extent inevitable (Tummers, Vermeeren, et al., 2012). But this also gives rise to different work logics. From a classic perspective, managers operate on a different level in terms of content and scale – the manager steers and organizes the provision of services, the professional delivers those services (T. Evans, 2011; Freidson, 2001). With the purpose of “managerializing” the work practices of the professional, the manager is there to monitor, regulate and steer professional activities by spreading quantifiable standards and corporate models (Noordegraaf, 2007; Noordegraaf & Schinkel, 2011). In this view, the performance-driven manager is classified as relatively alien to the content-driven rationale of the professional (Van Bockel & Noordegraaf, 2006). The higher the level of management and the greater the number of roles a manager takes on “the greater the tendency to seek generalizations, overall solutions, programmed solutions, one-size-fits-all answers” and “to search for one generalizable efficiency – often a short-term efficiency at that” (Frederickson, Smith, Larimer, & Licari, 2012, p. 108). This suggests managers and professionals may place different emphases on values at street level, or may pursue different values altogether. 97 Comparing Perceptions of the Frontline Craft