University of Hertfordshire

Documents

  • J. Dietmann
  • R. Stead
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Original languageEnglish
PublisherUniversity of Hertfordshire
Publication statusPublished - 2000

Publication series

NameBusiness School Working Papers
PublisherUniversity of Hertfordshire
VolumeUHBS 2000-5
NameHuman Resource Paper
PublisherUniversity of Hertfordshire
Volume15

Abstract

This paper is a preliminary expansion of an earlier exploratory research study undertaken by the authors. The previous study focused on how ostensibly disparate business/service organisations appear to be changing under the impact of a particular set of ubiquitous change strategies (downsizing, delayering, outsourcing, and process re-engineering). Moreover, these originally exogenous change strategies, having become increasingly internalised by organisations, were interpreted as a reflection of an apparent convergence of such organisations formerly distinct internal cultures/ climates. This was primarily demonstrated by remarkable similarities in the characteristics and quality of stress experienced by their managers, as well as in the latters perceptions of their contemporary work situations, irrespective of industry or sector.With an additional sample of managers, this paper begins an on-going process of examining in greater depth salient organisational cultural/climate factors, using various instruments. The findings are related to the imposition of the particular change strategies cited above and consequent manager stress. The paper further identifies and explores organisational and individual factors that may be effective in reducing the apparent convergence in cultures and the concomitant observed similarities in stress levels/characteristics.Specifying some of these factors is undertaken by the use of the new FIT Profiler (The Fit Corporation , 1998). This instrument was designed to identify individual manager and organisational characteristics that support flexibility, innovation, and the acceptance and effective use of training/retraining opportunities.More broadly, the findings are analysed and discussed in relation to why some organisational cultures and managers are apparently capable of resisting the deleterious impact of the convergency trend. And in their resistance, they consequently demonstrate their ability to avoid the related stress similarities, and therefore, in effect, demonstrate their organisational and personal divergence and FITness.

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