Making organisations work
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I have worked as a manager in a large industrial organisation for the last twenty years. During that time I have seen the job of a manager change almost out of recognition in both complexity and difficulty. For the last five ofthose years I have held ajob which has been much concerned with the problems which managers face under these cir cumstances, and I have been in the position to discuss these pro blems with people doing similar jobs in other large organisations, who have in turn often asked me for advice on their problems. The result has been to build up a general picture of the manager i...
I have worked as a manager in a large industrial organisation for the last twenty years. During that time I have seen the job of a manager change almost out of recognition in both complexity and difficulty. For the last five ofthose years I have held ajob which has been much concerned with the problems which managers face under these cir cumstances, and I have been in the position to discuss these pro blems with people doing similar jobs in other large organisations, who have in turn often asked me for advice on their problems. The result has been to build up a general picture of the manager in large and complex industrial organisations and of those practices which will help him or her to be effective and those which will not. I suspect that the picture which emerges is one which may have some validity for large and complex organisations in other spheres - trade unions, for instance, or the civil service - but I have no first-hand evidence to show whether this is so or not. It isa picture which is certainly not so relevant for small organisations. These (and I have had the pleasure of working in some from time to time) have their own problems, but they tend to be different ones.
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