How and why distinct groups of managers in the same organization responded differently to the instruction to manage a reduction in expenditure is the principal problem explored in this work. A secondary issue, the nature of management sub-cultures, is addressed and utilized in analyzing members" constructions of, and "responses to", reduced resources. The researcher used an action research model. The data base for this work is members" accounts. These were analyzed in the light of organizational documents, researcher observation, and relevant academic work. The introductory chapter examines the genesis of expenditure reductions, sub-cultures and action research, and the issues raised by these topics. It then describes how the issues are presented, and what contribution the work makes to the general stock of knowledge.