Flat hierarchies and individual job security in times of recession

Hinterhuber, Hans H.; Krauthammer, Eric

doi:10.1002/jsc.4240030303

Cited by 3 publications

(4 citation statements)

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“…There is a vast literature on stress as a result of the death of friends and family (Ayyad, 2013; North, Oliver, & Pandya, 2012; Rudd & D'Andrea, 2015) and divorce (Bodenmann et al, 2007; Frisby, Booth‐Butterfield, Dillow, Martin, & Weber, 2012; Kulik & Heine‐Cohen, 2011). Considerable research has been produced on the stress of workers and managers in organizations (Beaver & Stewart, 1996; Bono, Glomb, Shen, Kim, & Koch, 2013; Greiner, 2008; Hinterhuber & Krauthammer, 1994; Hunter & Thatcher, 2007; Judge, Ilies, & Zhang, 2012; Kakabadse, 2000; McHugh, 1996; Schilpzand, Leavitt, & Lim, 2016). Some research has evoked managing the stress of the customer by more responsive employees (Turpin, 1994).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploration of financial stress indicators in a developing economy

et al. 2020

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Financial stress scales need to be incorporated into the borrower selection procedure before providing a loan. The three financial stress scales that we examined have strong correlations, but the two involving at least eight questions are better for discriminating between poor and rich. The financial stress indicator that separates male and female students the most is whether financial problems interfere with relationships with other people (interference is more for men). Older students are less satisfied with their financial position and seem to think that their parents worry more about disappointing them for materialistic reasons.

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Section: Literature Reviewmentioning

confidence: 99%

Exploration of financial stress indicators in a developing economy

et al. 2020

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“…Colleges, by default or by design, imitated trends outside of education in the mid-1990s. Many commercial organizations, for example, in responding to external commercial pressures as well as to the influence of leading management theorists, became significantly 'leaner' in the early 1990s, such as BP, IBM and Siemens (Hinterhuber and Krauthammer, 1994), as well as General Motors, IKEA, AT&T and Shell (Romme, 1996).…”

Section: Flatter Leaner and Less Weberianmentioning

confidence: 99%

“…The lack of a defined career structure leads to the problem of what incentives can be offered to motivate employees. Discussing this key disadvantage of lean management, Hinterhuber and Krauthammer suggest that the flatter the organization, the greater the strategic management competence of line managers has to be (Hinterhuber and Krauthammer, 1994). In questioning the ability of any one person to manage more than 10 people, they cite examples of coordinating and managing the work of 18 employees as an 'extreme case'.…”

Section: Flatter Leaner and Less Weberianmentioning

confidence: 99%

New College Hierarchies?

Harper

2000

Educational Management & Administration

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This article reports on the findings of a research project aimed at establishing what form of organisational structures have been adopted within Further Education (FE) colleges in England and Wales five years after incorporation and their removal from local education authority control. Colleges, like other public sector organisations, have been adapting to their new and changing external environment and to the demands for greater efficiency and higher standards of service. The article describes the new type of organisational structure and discusses the influences that have contributed to its development. It draws on the organisational development models of markets, hierarchies and clans, widely associated with the work of William Ouchi, as a framework with which to examine the dominant structure within the sector.

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“…Top management can learn from Rumi, who says: "Appear as you be; be as you appear." A conceptual overview of the tasks an effective leader cannot delegate is provided in Figure 1 (Hinterhuber and Krauthammer, 1994).…”

Section: The Tasks a Leader Cannot Delegate A Leader Is One Who Follomentioning

confidence: 99%

Oriental wisdom and western leadership

Hinterhuber¹

1996

The Int. Exec.

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Effective leadership and engaged followership, needed for peak performance and radical change, appear to belong more to the emotional domain than to the cognitive domain of thinking, selecting, and willing. This article starts with an oriental teaching story showing how to operate in the emotional domain in order to make change happen. A western cognitive model is then presented evidencing the tasks an effective leader cannot delegate. In an increasingly complex world added-value leadership has to integrate both the eastern wisdom related to the emotional domain of satisfaction, stress, and control and the western cognitive domain. From this combination, new leadership tasks emerge: second level observation or self-remembering, ethical reflection, giving orientation, structuring, dynamizing strategies and actions, and appropriate handling systems.

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Flat hierarchies and individual job security in times of recession

Cited by 3 publications

References 1 publication

Exploration of financial stress indicators in a developing economy

Exploration of financial stress indicators in a developing economy

New College Hierarchies?

Oriental wisdom and western leadership

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