Selecting managers for transformational change

This article draws on the findings of a recent empirical study into the experience of managing change in ‘high velocity’, transformational change contexts. It argues that, with increasing empowerment, notions of the singular, mandated change agent may have to be juxtaposed with the idea of change being managed by a more diverse, multifarious ‘cast of characters’. If this is the case, effectiveness in change management may increasingly rest on the development and application of a systematic methodology for assessing the suitability and capabilities to perform in a change role. However, on the basis of the evidence presented, it would appear that selection decisions are being made on a largely subjective and arbitrary basis, and this may be creating wrong or misguided assumptions about an individual's suitability to perform in a change agent role. Additionally, the initial evidence suggests that the process of selection may be open to manipulation by some individuals whose personal aims and goals in the change process are not necessarily congruent with those of the organisation. This in turn may pose an element of strategic risk to the overall change process. The article then discusses some of the theoretical and practical implications facing those with a responsibility for selecting and managing the change managers.     

Organizational change and survival skills for materiel managers

In an effort to be cost effective and meet changing customer needs, organizations are evolving in their structure. In this environment, leading edge organizations change their culture and create knowledge to continuously improve. Hospital materiel managers need to understand and support their organization's culture changes and respond by adapting or acquiring new skill sets.     

Institutions in building projects: Implications for flexibility and change

Building practice is often studied from a project management perspective, a view that stresses the temporary and unique aspects of the project organizations. However, the organization of building projects, as well as the buildings produced, varies little between projects. This homogeneity suggests that the building sector is subject to strong institutionalization. The findings of a building project case study are used to illustrate the different kinds of institutions in Swedish building. It is concluded that the strong institutions are related to a great need for coordination and communication in complex project organizations. The institutionalization could explain why initiatives generated by individual projects and companies seldom bring about long-term change in building.     

Change from below: the role of middle managers in mediating paradoxical change

This article examines the role of middle managers in creating change in the Irish health service from interviews conducted with middle and senior level managers. The research examines the interface between top‐down and bottom‐up approaches to change and contributes to showing how ambivalence towards change by middle managers can at the same time contribute to the dismantling of structures and systems that are a necessary precondition for successful change to take place. However, the additional workload and tensions created by dealing with the interface between top‐down and bottom‐up changes may result in considerable additional workload and stress for the managers themselves.     

The structure of the IS discipline reconsidered: Implications and reflections from a community of practice perspective

The motivation of this paper is to advance the recent discussion about the identity of the Information Systems field with a social analysis of its community structures. It seeks to shed new light on the reasons why the field continues to debate its identity and to voice concerns about its recognition by other disciplines. For that purpose the paper adapts selected concepts from the community of practice literature for improving our understanding of the ways in which the IS research community differentiates itself into diverse constituencies, called communities of practice and knowing (CoP&K), and how these interact in the field’s complex processes of knowledge creation and dissemination. Our second purpose is to derive some tentative, actionable recommendations for the field from applying the concepts presented in the first part of the paper. The recommendations expand three fundamental ideas: (i) why a continuously updated history of the field could be an important contribution to support boundary spanning and identity formation; (ii) what the nature and role of fundamental criticism is for the IS research community and why it is necessary for the field’s future to pay more institutional attention to it; and (iii) how to improve understanding and communication within each paradigm constituency across a broad subset of different CoP&K through building a shared sense of collective historical accomplishments. The conclusions summarize the principal results which follow from our examination of the field’s community structures and insist that the CoP&K perspective concomitantly helps to better appreciate the underlying conditions from where the current IS disciplinary challenges have arisen; it also helps to suggest new priorities and possible strategies for dealing with these challenges.     

Causality reconsidered: A note

This note extends the recent work of Steinnes by formulating and testing a similar but more complete dynamic reduced form model of intraurban location decisions. The formulation of the model corrects a specification error by Steinnes, and a dummy variable technique is applied to yield consistent estimates. The results include relations between the employment sectors as well as between population and employment and, when they differ from those previously published, they are more plausible. The basic conclusion of the note is that “jobs follow people.”     

Matching managers to strategies: Point and counterpoint

In recent years, an emerging and increasingly popular theme in the strategic management literature has been that the selection of general managers should be tied directly to the strategies of business units they will oversee. Because different strategies imply different priorities and the need for different skills, such a proposition has obvious intuitive appeal. Beyond intuitive appeal and supporting conceptual arguments, recent empirical research on whether matching general managers to strategies “pays off” in terms of more effective strategy implementation has also yielded positive results. Despite this evidence, several arguments exist for why it may not always be feasible, necessary, or desirable to match general managers to strategies. Thus, there is need for a point-counterpoint “debate” on the subject of matching general managers to strategies. Based on a review of the relvant literature, logical reasoning, as well as some case evidence, this paper is intended to be such a debate undertaken by the author with himself. It is hoped that such a dialectical analysis will open up new avenues for productive research and also enable corporate executives to make better “managerial selection” decisions.     

给企业管理者的忠告

那些没有消灭你的东西,会使你变得更强壮!——尼采1999年,90岁高龄的彼得·德鲁克决定写作一本与以往截然不同的著作——它不是对过去成功实践的总结,而是面向未来的管理理论著作,这就是《21世纪的管理挑战》。这位上世纪最     

Leadership training for managers: An Adlerian approach

Adlerian theory—a social model of human behavior—provides an effective framework to improve managerial practices and enhance organizational leadership. Developed by Alfred Adler (1870–1937), founder of the influential school of individual psychology, Adlerian theory promotes principles of social interest, democracy, and encouragement. These principles may guide leaders in building collaborative, productive workforces through participative management, coaching, and employee engagement. Experiential training exercises that integrate Adlerian principles can help managers expand their interpersonal competencies and increase leadership effectiveness.     

Learning to manage: development experiences of hospital frontline managers

In high performing human resource management (HRM) systems, much responsibility for managing employees and associated processes is typically devolved to frontline managers (FLMs). Research indicates that undeveloped FLM HRM ability can impact performance, particularly in health‐care organisations. We present the incidence and characteristics of HRM‐oriented learning and development programs for FLMs in hospitals with high performing systems of HRM, and experiences of FLMs directly participating in them. We combine data from 50 Australian hospital accreditation reports with interviews from eight ‘high performance HRM’ cases. We find: almost all high performers develop FLM HRM ability; development programs are extremely diverse between hospitals and succession planning is deficient. While primarily focused on understanding ability, the study contributes to the ability, motivation, opportunity framework, proposing a model and new interrelationships between these variables in the FLM context.     

Performance change of managers in two different uses of upward feedback: a longitudinal study in Korea

Using longitudinal data collected over a seven-year period, we explored the effectiveness of upward feedback programs in changing managerial behaviors over time. We also examined the different impact of upward feedback programs used for two different purposes (developmental vs. administrative) on the performance (i.e. upward ratings) of R&D managers. We found that managers who initially performed poorly showed more performance improvement than those whose initial performance was good. We also found that managers' performance improved more when the upward feedback program was used for administrative purposes than when used for developmental purposes. We noted a significant performance improvement at the time when the purpose of upward feedback program changed from developmental to administrative. Herein, we discuss the practical and theoretical implications of integrating upward feedback programs into standard corporate practice.     

Cognitive style: Some human resource implications for managers

Cognitive style may be defined as an individual’s inherent and consistent way of organizing and processing information. It is independent of cognitive ability and may have an important bearing on individual performance within and across organizational settings, for example in the areas of selection, vocational and occupational preferences, management competence, team composition and performance, occupational-stress training and development and organizational learning. A model is suggested in which it is argued cognitive ability, cognitive style and cognitive strategies are intervening variables between individual/organizational processes and individual/organizational performance. It is suggested that managers and others within organizations who have a responsibility for human resource issues need to consider ways in which a knowledge of style may be integrated into these important areas of activity.