Downsizing and the hyper-effective manager: the shifting importance of managerial roles during organizational transformation
Article Abstract:
A study on the role of middle managers in organizations undergoing transition was conducted. The respondents were required to complete questionnaires asking them to describe changes in the importance of their roles before and during the transformation, changes in the clarity of the importance of these roles, and changes in the specific tasks and responsibilities within these roles. Interviews were conducted after the survey. Results showed that the competing values framework is applicable in studies such as this. Findings revealed that the transformational roles of the managers increased during downsizing. Three functional roles, namely the director, producer and coordinator, also increased during downsizing. The study also revealed the managers' hyper-effectiveness, a condition of high performance that is potentially unsustainable in the long run .
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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Electronic mail as social influence in downsized organizations
Article Abstract:
An experiment was conducted to examine if electronic mail can help impart a normative influence in a recently downsized organization and if it can move individuals to adjust their behavioral intentions. The aim of this study was to determine if the application of electronic communication can help influence survivors of downsizing. It involved 52 randomly assigned participants in the control group and 52 individuals in the treatment group. Attitudinal and behavioral outcomes were measured after they were exposed to manipulated electronic mail messages. Findings revealed that those who received the messages reported perceiving a greater degree of normative influence than those who did not receive messages.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1998
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Corporate restructuring, ownership-disciplined alignment, and the reorganization of management
Article Abstract:
The emphasis on shareholder value in the 1980s led to a dramatic change in the shape of corporate structures. The establishment of integrated linkages in company organizations became the objective of many corporate restructurings. Data from interviews with senior managers from six small firms and six large public corporations reveal the extent of the influence of ownership-disciplined alignment. Changes in management organization brought about by the increased focus of shareholder value include devolution of decision-making to operating units, greater use of performance-linked compensation, and the setting up of internal ownership mechanisms.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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