Abstract
The management role in UK managed public houses has increased in relative importance over the years since 1970. Using material derived from both secondary sources and fieldwork in a major leisure retail company, the role of house manager is examined through the inter-related notions of landlord, manager and employee. There is a particular focus on shifts towards the employment of younger managers and the relationship between this and branding strategies. The implications of this relationship is examined through the notion of the ‘locus of interpretation’, and stress is placed on the need to view managing as a relationship.
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