The social construction of housing management

Although housing management as an occupational role has existed for over a century it has never received an adequate definition, and its scope and emphasis have varied over time. This paper locates housing management within the debates on the nature of the professions and bureaucracy, and suggests that these analyses are inadequate. It is proposed that a more fruitful approach in understanding the nature of housing management is derived from a consideration of its ‘social construction’. In support of this interpretation material from qualitative empirical research with practitioners is presented and analysed. Key respondents were identified as people working at the boundaries of housing management, such as in a caring or support role, since it was felt that the perceptions of such boundaries were important in defining the limits and limitations of housing management. In conclusion it is suggested that this is a critical moment for housing management in terms of achieving a more rigorous definition of its activities, and of seeking to resolve the conflict between the pressures to organise around commercial objectives and to provide a welfare service. Meanwhile there remains a somewhat paradoxical situation in that whilst the lack of consistent practice within housing management weakens its claims to occupational strength and legitimacy, these same inconsistencies permit individual practitioners the flexibility to offer a more responsive service to those in need.