Middle managers as boundary subjects
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Middle managers as boundary subjects
- 1. Garad Adam Sashidar Chakravarthi Georges Al Mouakar Abdulrahman Almqairen Juan Brito Esteban Angel Habib Abou Saleh Middle-Managers as Boundary Subjects
- 2. Boundary Subjects Middle-Managers–Boundary Subjects Configurations of Roles Identities & Subjectivities Failure to distinguish leads to confusion Conflating Structural positions Behaviors impregnated–interiority & Phenomenal
- 3. The Research Method 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
- 4. SWITCHING AND LIMINALITY Switching: Experience of movement between different roles Liminality: Sense of being nowhere or in-between because of switching
- 7. 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
- 8. 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
- 9. 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
- 10. CONCLUSION The key element in maintaining workplace relations and performance involves a boundary subject position
- 11. 2nd Article The False Promise of Organizational Change
- 12. 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.
- 13. 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
- 14. 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
- 15. Cultural changes increases the pressure over managers. Decisions are more centralized, limiting middle managers autonomy. CONTROLCONTROL INTERVIEW FINDINGSINTERVIEW FINDINGS
- 16. 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 towardsCould the conditions of a job inspire you to adapt towards organizational changesorganizational changes??
- 17. INTERVIEW FINDINGSINTERVIEW FINDINGS CAREERCAREER Shake of managers’ level of confidence. Reduction in over all productivity. Generation of job security concerns. Generation of career prospects concerns.
- 18. 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.
- 19. “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.
Notes de l'éditeur
- Conceptualize Middle-Managers as ‘boundary subjects’ “Interpret their identities in changing and polyvalent ways to perform multiple roles and juggle social worlds.” Rationale for the ‘boundary subject’ notion, describing how boundary subjectivity provides a distinctive contribution to understanding the relations between structural positions and subjectivity. We show how managers in this firm did not see identity work as simply choosing between objectifying categories, integrating, re-fashioning, or even distancing oneself from these categories. These ideas involve complex configurations of roles, identities and subjectivities By role we refer to the socially constructed positions and performances in a given organization. By identities we refer to the self-definitions of individuals as they come to interpret and see themselves inhabiting these roles. Finally, however, subjectivities involve the experience of interiority or ‘subject- positions’ that individuals adopt in confronting their environments.
- Intro The attempts of the Company to change their culture are documented and a range of associated problems were identified and concluded that is poor for low paid workers. Some behavior changes were documented but those were under surveillance and strict control rather than changes in values. Why managers continue to pursue culture change programs? Need to distance themselves from the shopfloors or the length of time needed to change embedded cultures. Culture change is directed usually to low level employees and the results of ambiguity may be affected by their poor terms and working conditions. Due to the better conditions, managers are more likely to respond to the values exposed by the company. This paper will study the culture change at a managerial level. The evidences were primarily interviews and detailed observation. Managing organizational culture The organizational culture emphasizes empowerment and shared values. The academic researchers define it as dynamic, layered and multifaceted. The concept of cultural change has grown and most of the organizations had experienced a planned culture change. The research was contextualized in three positions about organizational culture: Is a variable subject to the control of managers. Is intellectually defective and practically impossible. (Managers don’t understand the values of employees that are deeply embedded in the subconscious). Is dependent in which context is introduced, organizational and industry conditions. Managers are typically presented as the agents rather than the targets. Manager resistance takes forms as engaging only the activities most visible to senior management. Method Objective: explore the perceptions and reactions of managers to organizational culture change initiatives. Do they share organizational values more than lower levels?? The evidence was gathered thru a depth qualitative study of a single organization. Researchers suggest that every organization has unique attributes and investigators should adopt approaches that enable them to characterize the culture of the group. The suggested choice by researchers was a single case study. Research strategy Experienced team. Organization had 160 stores. 12 were model superstores, most of the detail from 6 flagship stores (most profitable and training centers). Data sources Documented materials about the culture change. Observation of managerial behavior at trainings and team building sessions. (Area managers and stores managers) Depth in face interviews. (Salary 55K to 75K pounds a year plus additional benefits) asked to contrast the old and new. Data analysis Interviews were transcribed, lots of manuals and reports from observations. Develop categories, links, and relationships into a coding categorization. Reviewed by experienced qualitative researchers. A key limitation is that is limited to number of informants in a single organization.
- Intro The attempts of the Company to change their culture are documented and a range of associated problems were identified and concluded that is poor for low paid workers. Some behavior changes were documented but those were under surveillance and strict control rather than changes in values. Why managers continue to pursue culture change programs? Need to distance themselves from the shopfloors or the length of time needed to change embedded cultures. Culture change is directed usually to low level employees and the results of ambiguity may be affected by their poor terms and working conditions. Due to the better conditions, managers are more likely to respond to the values exposed by the company. This paper will study the culture change at a managerial level. The evidences were primarily interviews and detailed observation. Managing organizational culture The organizational culture emphasizes empowerment and shared values. The academic researchers define it as dynamic, layered and multifaceted. The concept of cultural change has grown and most of the organizations had experienced a planned culture change. The research was contextualized in three positions about organizational culture: Is a variable subject to the control of managers. Is intellectually defective and practically impossible. (Managers don’t understand the values of employees that are deeply embedded in the subconscious). Is dependent in which context is introduced, organizational and industry conditions. Managers are typically presented as the agents rather than the targets. Manager resistance takes forms as engaging only the activities most visible to senior management. Method Objective: explore the perceptions and reactions of managers to organizational culture change initiatives. Do they share organizational values more than lower levels?? The evidence was gathered thru a depth qualitative study of a single organization. Researchers suggest that every organization has unique attributes and investigators should adopt approaches that enable them to characterize the culture of the group. The suggested choice by researchers was a single case study. Research strategy Experienced team. Organization had 160 stores. 12 were model superstores, most of the detail from 6 flagship stores (most profitable and training centers). Data sources Documented materials about the culture change. Observation of managerial behavior at trainings and team building sessions. (Area managers and stores managers) Depth in face interviews. (Salary 55K to 75K pounds a year plus additional benefits) asked to contrast the old and new. Data analysis Interviews were transcribed, lots of manuals and reports from observations. Develop categories, links, and relationships into a coding categorization. Reviewed by experienced qualitative researchers. A key limitation is that is limited to number of informants in a single organization.
- The first topic talks about how different are the old and new ways of working and enfasize that the old method is very dictatorial not leave space to thing, it is a just do approach and also said that the new management method is more open, honest and challenging and also managers in this method act in a developing role where they have to build train teams with high ownership sense.
- The second topic is about control, and it says that when the corporation is approaching a change the pressure over managers increases because they start to be measure over a lot of thing they weren’t measure before.
- When employees are invited to join into an organization cultural change in most cases their response is more a behavioral change because they just do it under surveillance and threat of sanction. Managers are call to be the key agents of any process of change because they should play they part but they also have to go further and persuade others to act theirs in order to have a succesfull and sutil change. They are accountable to either facilitate or delay the change (everyone should take their lead) Managers are call to develop train teams with high ownership sense. Communication plays a very important role in culture change thats why it should be very clear and sutil. The objective of cultural change communication is to deliver the message as clear as possible to avoid missunderstandings.
- Change at STAR has not been restricted to behavioral and operational issues, but includes structural change. These changes translated at first by an increase of interference from the top management, and escalating attempts to monitor and control the working environment, was matched with the followings: Managers level of confidence when it comes to where they stand within the organization and their value within the working environment was shacked, leading to a reduction in productivity as managers like most of the workers within the organization where spending more time looking over their shoulders instead of focusing on their own job and responsibility. As changes reached the structure of the organization, there was a major concern among managers when it comes to job security and career prospects. Managers started to build a concern when it comes to their position and their future within the organization as the changes reached the organization structure. They started to wonder if they will stay in the company in the net five years as they were not allowed to remain in their own jobs when they reach their fifties. They were replaced with new blood managers in the mid to late twenties. As a result, they loose incentive to work hard and achieve results when they know they are going to get side stepped. At the end of the day, organizations end up with a broken chain, and changes within the organization rarely succeed as it need time and mostly determination. Top managers are aware that what is being achieved is not culture change in the sense of beliefs and values but rather behavioural change in the face of tight regulations and control of work.
- The idea that organizational members may readily adopt top management derived values (whether or not these are consistent with their own individual values) may not only be naive but may also raise significant issues regarding individual identity. Managers are at best ambiguous about culture change: Managers made positive comments on STARWOW, when it comes to openness in communication and to seeking a greater involvement from subordinates. However, the same managers expressed concerns about being policed from head office and working in fear of loosing their jobs and career prospects. This finding parallels that of Jackall (1988) that in some US companies under conditions of restructuring, managers expressed enthusiasm for what they were doing while covering up the profound anxieties they were experiencing. Insecurity provided managers with visible consequences of their behavioral choices: Hence, the desire of managers to maintain their careers can be seen as a primary reason why, like their 'colleagues' at the checkout, managers might be smiling and saying please, but not necessarily meaning it.
- Based on what we have seen in the two articles: The key element in maintaining workplace relations and performance involves a boundary subject position Attempts to impose top management values on employees are fraught with difficulties and unintended consequences. Organization Change is difficult to achieve, to support that, we did find the followings: John Kotter (1996) – Leading researcher on organization change, “ Leading Change”: Only 30% of transformation program succeed. McKinsey (2008) – In Their Survey, they asked 3199 executives: Only one out of 3 Transformation program succeed. In those 12 years, change management is not becoming easier as time and determination are required. And with time, limitation comes as life expectancy for companies is on average 13 years.