Organizational Change and the Corporate Career: The Restructuring of Managers' Job Aspirations

Abstract

For managers in large-scale organizations, careers have traditionally provided a set of organizing principles around which they have been able to structure both their private and professional lives. Through them, they have been able to experience a sense of security, stability, and order. Personal feelings of growth and advancement have been achieved through jobs which provide not only the opportunities for the completion of specific tasks but also a mean whereby longer-term personal goals can be achieved. Indeed, the combined promise of job security and advancement within corporate hierarchies-as linked with incremetal increases in authority, status, and pay-have constituted the major rewards of the modern managerial career. It has been largely through these mechanisms that large-scale organizations have been able to obtain the motivation and commitment of their managerial staff. During the 1980s, however, a variety of technological, organizational, and broader social changes have led many observers to suggest that the nature of corporate careers has fundamentally changed. In this paper we explore the attitudes of managers toward their careers in the context of restructuring processes which limit opportunities for hierarchical advancement and which also reduce job security. In particular, we discuss the ways in which those whose career expectations have been frustrated develop coping strategies. These can have important implications for their attitudes and behavior both within and beyond their employing organizations.

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“…The FLA's middle managers act both autonomously as well as semiautonomously and in full hierarchical dependency. Downloaded by [Western State Colorado University] at 20:11 03 November 2014 These problems have often been discussed as "role conflicts" so far (Currie & Procter, 2005;Goffee & Scase, 1992;Graen, 1976;Johnson & Frohman, 1989;Westley, 1990), and middle managers are analysed as being "uncertain about whether change is appropriate, what kind of change is appropriate, and therefore, which strategic role is expected" (Floyd & Lane, 2000: p. 163). Our findings clearly support the notion of "role conflicts" due to different expectations in an organizational hierarchy (Floyd & Lane, 2000).…”

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