search query: @author Hirschhorn, L. / total: 7
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| Author: | Hirschhorn, L. Gilmore, T. |
| Title: | The new boundaries of the "boundaryless" company |
| Journal: | Harvard Business Review
1992 : MAY-JUN, VOL. 70, p. 104-115 |
| Index terms: | MANAGEMENT MANAGERS EMPLOYEES FLEXIBILITY ORGANIZATIONS |
| Language: | eng |
| Abstract: | As organizations become more flexible, the boundaries that matter are in the minds of managers and employees. The authors describe the psychological boundaries that managers must pay attention to in flexible organizations. They are the "authority" boundary, the "task" boundary, the "political" boundary, and the "identity" boundary. To manage the new boundaries of flexible organizations, the best tools the managers have are their own feelings. An awareness of feelings, one's own and those of others, is crucial to making flexible organizations work. |
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