Organizational renewal: Can you change horses in mid-stream?

Article Abstract:

In the business world, organizational change frequently occurs immediately following or simultaneously with corporate crises. During such crises, managers are dismissed and replaced, in response to immediate pressure for results. This form of organizational change was experienced by Chrysler Corp. in the U.S., ICI in Great Britain, and Olivetti in Italy. One consequence of these examples (and their success) is that few 1980s executives believe they have time for gradual, negotiated, limited change. Executive personality types are described as "hunters" and "farmers" with respect to organizational change and how it is effected. The theory is offered that hunters begin business enterprises, which are gradually taken over by farmers, until as productivity and profitability decline, more hunters are needed to change or renew the organization.

Psychological aspects, Corporate culture, Corporate reorganizations, Organizational behavior

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Management style: Can you change yours at will?

Article Abstract:

The abilities of managers to change their styles to fit corporate needs or personnel situations may be seen as the heighth of good management by some and the depths of insincerity by others. In organizational environments there is admittedly a need for people to subjugate their individuality for the benefit of the whole, by assuming certain functional roles. Role-playing in management is discussed from both its positive and negative effects on the individual playing the role and those whom he manages. It is noted that certain personality types preclude the assumption of some managerial roles; for example, a shy person cannot become a back-slapping, 'touchy-feely' manager, and it may be true that people who genuinely like themselves as they are have the most difficulty assuming managerial roles.

Social aspects, Management science, Human resource management

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For whom the bell tolls, or the headhunter's secret

Article Abstract:

Executive search consultants, or 'headhunters', have become so prominent in recent years that not to have been sought out by them is paramount to an admission of professional failure. The main forces behind growth of the executive recruitment business are the high rewards available to recruiters and the lack of marketplace limitations. Critics say that the way in which senior managers are selected are based upon some unconvincing principles and practices. Headhunters are criticized for not having any obviously relevant skills to perform the tasks which they promote. Interviews held between candidates and recruiters do not result in exchange of data helpful in matching opportunities and interests.

Methods, Employee recruitment, Executive search firms, Employee selection

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