Middle managers, the new organizational ideology and corporate restructuring: comparing Japanese and Anglo-American management systems

Leo Mccann, John Hassard, Jonathan Morris

Research output: Contribution to journalArticlepeer-review

Abstract

Middle managers are facing major workplace pressures in an era of widespread corporate and public sector restructuring in Japan, USA and UK. This paper, based on interviews with senior/HR managers and middle managers in 30 large organizations, suggests that middle managers today face heavy workloads and limited promotion prospects. More significantly, the central task of middle management is changing from managing subordinates in hierarchies towards managing projects in flattened organizations. These changes are in accordance with a new organizational ideology that continues to influence change in public and private organizations in co-ordinated or free market economies. While this ideology has spread rapidly, it has not managed to achieve hegemony. Organizations can be difficult to change and bureaucratic elements will persist despite the changes. The Japanese co-ordinated model and the US and UK free market model are both subject to similar pressures, but the actual organizational changes work themselves out in different ways because of differing institutional arrangements.
Original languageEnglish
Pages (from-to)27-44
Number of pages18
JournalCompetition and Change
Volume8
Issue number1
DOIs
Publication statusPublished - 2004

Keywords

  • 1
  • 2
  • Delayering
  • Downsizing
  • Japan
  • Middle Managers
  • Uk
  • Usa

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