middle managers as boundary subjects
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Garad AdamSashidar ChakravarthiGeorges Al MouakarAbdulrahman Almqairen Juan BritoEsteban AngelHabib Abou Saleh
Middle-Managers as Boundary
Subjects
Boundary Subjects
Middle-Managers–Boundary Subjects
Configurations of Roles
Identities & Subjectivities
Failure to distinguish leads to confusion
Conflating Structural positions
Behaviors impregnated–interiority & Phenomenal
The ResearchMethod of Research
Quantitative and Qualitative methods
Location of Fieldwork
BAMA – A Brazilian auditing and consulting firm in Brazil.Three office location - Rio Grande do Sul(RS), Rio de Janeiro(RJ) and Sao Paulo(SP)
Duration of Fieldwork
7 months in two distinct phases (Aug 2011 – Oct 2011 and Feb 2012 – June 2012)
Data Collection
Formal and Informal Setting.Multi-angled approach that is open and emergent 100 page observation and around 100 hours of recorded interviews.
Data Analyses
Iterative and Inductive approach.Focus movement, General interest -> Social roles -> Boundary subject concept
SWITCHING AND LIMINALITY
Switching: Experience of movement between different roles
Liminality: Sense of being nowhere or in-between because of switching
IDENTITY SWITCHING
IDENTITY LIMINALITY
DISCUSSION
This study analyses and shows:
• How managers’ experiences are marked by instable identities
• The experience of liminality
• How frequent switching can be both an empowerment and a source of suffering
CONCLUDING REMARKS
This study can be extended to other managers in boundary positions
Limitations:• Weak internal controls of emerging markets• BAMA being a middle management functioning
company• International exposure leading to a more globalized
vision of managerial identity
CONCLUSION
Distinction between switching and liminal identity:
Multiple identities deals with different role categories in which managers self-define
Liminal identities refer to the spaces created between identities created in the process of identity transition
Identity switching create a diversity of identities as well instability sense of resourcefulness and loneliness
CONCLUSION
The key element in maintaining workplace relations and
performance involves a boundary subject position
2nd ArticleThe False Promise of Organizational Change
Organizational Culture Change ?Studies always focused on low level
Changes were documented. (surveillance / control)
Working conditions?
Why managers continue to pursue it?
Managers respond better to values exposed.
Managers as agents and not targets.
Organizational Culture Change ?Contextualized positions
A variable
Impossible
It depends
Objective:
Explore the managers’ perception
Method:
Depth qualitative study – Single Case
Flagship Stores
Documents, Observation and Interviews
INTERVIEW FINDINGSINTERVIEW FINDINGS
Dictatorial role
Not space to think or give ideas.
Developing role.
People is treated as equal.and could give opinions and feedback.
OLD MANAGEMENTOLD MANAGEMENT NEW MANAGEMENTNEW MANAGEMENT
Cultural changes increases the pressure over managers.
Decisions are more centralized, limiting middle managers autonomy.
CONTROLCONTROL
INTERVIEW FINDINGSINTERVIEW FINDINGS
INTERVIEW FINDINGSINTERVIEW FINDINGS
The change from employees are more behavioral than a transformation of values.
Managers are key agents in any process of change.
Change of management style takes time and determination.
Communication of change should be very clear to fulfill the goal and avoid any missunderstanding.
Could the conditions of a job inspire you to adapt towards Could the conditions of a job inspire you to adapt towards organizational changesorganizational changes??
INTERVIEW FINDINGSINTERVIEW FINDINGS
CAREER CAREER
Shake of managers’ level of confidence.
Reduction in over all productivity.
Generation of job security concerns.
Generation of career prospects concerns.
CONCLUSIONCONCLUSION
Attempts to impose top management values on employees are
fraught with difficulties and unintended consequences.
Managers are at best ambiguous about culture change - Parallels of
that of Jackall (1988).
Insecurity provided managers with visible consequences of their
behavioral choices.
“Organizational Change is Difficult. It requires Time, Determination and
Commitment “
John Kotter (1996), “ Leading Change”: Only 30% of transformation program succeed.
McKinsey (2008) – In a Survey questioned 3199 executives: Only 1 out of 3 transformation program succeed.
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