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Barlett and Ghoshal (2000)Management > Global Strategic Management > Lectures > Independent Research > Bartlett and Ghoshal
Bartlett and Ghoshal (2000) - The Myth of the Generic Manager: New Personal Competences for New Management RolesThe concept of the traditional managerial structure in an organisation is akin to a Russian doll: "at each level of the hierarchy, the manager is similar but bigger than the manager a level below" The reality is different. In traditional firms, top managers set the strategy and control the resources, mid-level managers mediate the vertical information and frontline managers are operational implementors. This has become an inefficient method of working, partly due to the fact that people need to overcome the issues of the classical hierarchy by challenging the Russian doll theory. The only way to prevent this hierarchical relationship is to create value at each level, with regards to each manager's roles. The authors studied a few firms which were performing excellently. These firms shared elements of a new type of organisation, where they were building from the bottom up, not top down. This was designed to break down the vertically orientated relationships which dominate the classical authority-based hierarchy. These changes were also supported by top management, which ensured success. In sum, these new organisations were decentralised and horizontally linked, with an empowerment culture. Each level of manager's role changed dramatically as a result.
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