Myth of the Generic Manager: New Personal Competencies for New Management Roles Harvard Case Solution & Analysis

Today, the most pressing issue for most companies is to develop managers who have to work in the new delayered, horizontal, network organizations meet their complex, multi-dimensional strategic priorities. This is where most companies face the greatest difficulties. The reason lies in the historic "Russian doll management model", in which managers at every level will play a similar role and have similar responsibilities, but different size and scope. Basic premise that there is a general management roles at present is enhanced by many companies currently working on the new fad identifying set of desired personal competencies as an anchor for their initiatives in the area of ​​development. This article challenges this Russian doll management model argue that managers at different levels play a very different role and add value in fundamentally different ways. Based on field research in twenty large corporations, the authors define the role of the front-line, senior and top management in the new organizational form, and how companies can develop new managerial competence. "Hide
by Christopher A. Bartlett, Sumantra Ghoshal Source: California Management Review 26 pages. Publication date: 01 Oct 1997. Prod. #: CMR093-PDF-ENG

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Myth of the Generic Manager: New Personal Competencies for New Management Roles

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