Academic journal article Manager

A New Manager for a New Year?

Academic journal article Manager

A New Manager for a New Year?

Article excerpt

"An egotist: a man of low taste more interested in himself than me"

Norman Mailer

By now I'm sure you'll have noticed the new look manager - cleaner, more space and with a relaxed feel to the presentation. This is down to the new production team - who, even as I write, are insisting on a new photograph of myself (they know not what they do!). Interestingly, this new design has led to a more adventurous and bold culture beginning to surface in terms of article content, which gives some credence to the argument that we are influenced by our surroundings in our workplace even when it's a virtual workplace! Of course, the danger of freedom of expression is that the ego can be released and the bigger a person's head, the easier it is to fill their shoes. Therefore, myself and other contributors must remember to discipline ourselves - although the editorial team will be there as guardians of good taste, like the augur who stood in the chariots alongside Roman Generals in celebrating Triumphs, saying, "Remember thou art mortal".

Actually it's easier than it seems to remain disciplined because the framework built up by the IAM over 90+ years provides a constant and reassuring set of guidelines. This means that what is written must be related to the standards and awards which rule 'Administrative Management'. However, ifs no use always doing the same things, as you'll always get the same results, and it would be foolish to ignore global crises and changes. So what can change to make a 'new' manager? Well, two things: the person inhabiting the role and the organisation (s)he works for.

Let's take the latter first: is there anyone out there who isn't convinced that organisations - both public and private will change significantly over the next five years? Forced to move forward between the twin pillars of globalisation and technology, organisations, like a river have no choice other than to move faster and to reduce in size.

Over the years, manager has covered many case studies of companies which have followed the principle of staying small but nimble - with GORE-TEX (August/ September 2006), a classic example. Similarly, there is overwhelming evidence that those companies which survive a deep downturn (Recession? Depression? - take your choice), have come out of the squeeze as much more efficient organisations. …

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