haku: @indexterm organizational change / yhteensä: 1363
viite: 116 / 1363
| Tekijä: | Hales, C. |
| Otsikko: | Rooted in supervision, branching into management: Continuity and change in the role of first-line manager |
| Lehti: | Journal of Management Studies
2005 : MAY, VOL 42:3, p. 471-506 |
| Asiasana: | Management Managers Responsibility Work Organizational change United Kingdom |
| Kieli: | eng |
| Tiivistelmä: | It is frequently argued that in relation to organizational change, the role of first-line manager (FLM) has shifted from supervision to team leadership/co-ordination or business unit management. There is evidence presented from a survey of 135 U.K. organizations on how the role of FLM is presently defined and how it has changed. The findings show a stable, consistent FLM role where a common performance-oriented supervisory core (hereafter as: s-v-c.) is surrounded by a penumbra of additional managerial responsibilities (here as: mgr-resps.) relating to stewardship, translating strategy into operations, unit management and, exceptionally, business management. The FLM role remains part of a hierarchical system of individual mgr-resps. and vertical accountability. Changes to the FLM role have been as much towards a strengthening of the s-v-c. as a broadening into business mgr-resps. It is argued that the persistence and prevalence of the s-v-c. stems from the continued location of FLMs within systems of external, hierarchical supervision. Far from being weakened, the s-v-c. of the FLM role has often been strengthened by the adoption of more stringent controls. In some cases, however, a re-division of managerial labour has led to formerly middle mgr-resps. and accountability. |
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