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Corporate Governance |
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Moss Kanter's Harvard Business Review article "The New Managerial Work", details the mounting challenges that managers will face, as corporate governance becomes more and more complex. In a word, ambiguity is now the name of the game. As organizations become more decentralized (to develop sharper customer focus), more democratic (to cultivate and harvest better ideas) and more open to the outside world (to keep abreast of change and work seamlessly with key outsiders), the roles managers will be called on to fill will be less well defined, precisely as the stakes are raised.
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The powers of position, rank or title, which many managers relied on heavily, have evaporated. At the same time, more and more contact with outsiders, including with customers, suppliers, network partners and government regulators, is being coordinated at lower levels of the hierarchy. In what Moss Kanter calls "the post-entrepreneurial corporation" a new role for managers is emerging. Increasingly, corporate success will depend on the manager's ability to tap good ideas, and bring together all those whose collaboration can help. The old management repertoire of supervision, command and control cannot serve these ends. This is why the work of managers must be overhauled, to meet the increased demands of greater dynamic and detailed complexity.
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Moss Kanter, Rosabeth. "The New Managerial Work" in Harvard Business Review. Harvard Business School Press. Boston: MA. November-December, 1989.
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