Charles Heckscher interviewed over 250 middle managers from a wide array of firms, including Honeywell, General Motors, Pitney-Bowes, Dow Chemical, Figgie International, Du Pont, and AT&T. To his surprise, he discovered that, in most cases, managers remained loyal to their firms even after substantial downsizing and, in some instances, brutal layoffs. Yet this loyalty helped neither the managers, who felt increasingly bewildered by changes that made no sense, nor the companies, which, in trying to preserve loyalty, found themselves increasingly avoiding harsh realities. Heckscher points out that for more than half a century, large corporations have struck a bargain with their managers: near-total lifetime security in exchange for near-total subordination of individuals to the corporate will. That bargain, which Heckscher characterizes as paternalistic, has provided comfort to managers and stability to bureaucratic organizations. Most managers would still like to hold on to it. But, according to Heckscher, the more successful companies are moving beyond the paternalistic exchange. He found four organizations that have transformed the old ethic of loyalty into a "professional ethic" - a new form of community built around a shared purpose and mission. Heckscher suggests that this shift, if it is to spread beyond a few hothouse examples, must be supported by fundamental changes in corporate management, government policies, and social institutions - changes as deep as those that accompanied the rise of corporate bureaucracy early in the century. White-Collar Blues offers companies guidelines for managing change and for making the new corporate culture benefit not only the corporation but also its workers. The book also tells how individuals can prepare themselves for the new realities in the workplace and maximize their chances for success, given the certainty of uncertainty.
| |||||||||||||||
Book Description
Editorial Reviews
From Publishers Weekly
Long the backbone of corporate America, middle managers have been undermined since U.S. firms began restructuring operations within the past decade, sharply trimming budgets and jobs. This downsizing changed middle management's employment relationship, ending "lifetime" employment and sparking morale problems: "For the first time managers are being treated as a variable cost rather than a part of the fixed base," according to the author. Yet America's corporations are rebounding. Drawing on interviews and case studies, Heckscher, chair of Rutgers Univ.'s labor studies department, analyzes this situation, rejecting conventional rationales for restructuring like the pressure of global competition and the need for automation. The author posits that the decline of paternalism, the emergence of professional managers committed to a process or technology, a deemphasis on bureaucratic procedures and the evolution of entrepreneurial cultures triggered America's corporate rebirth. He contends that corporate loyalty continues to flourish, and employment "free-agency" has not materialized. An incisive study.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
From Library Journal
Using interviews he conducted with 250 middle managers from companies that included AT&T, Dow Chemical, and Du Pont, Heckscher (The New Unionism, LJ 3/1/88) looks at how middle managers respond when their companies experience downsizing and restructuring. He finds that they often participate in different forms of denial-remaining loyal to their firms and looking to them for stability despite changing circumstances. At the same time, top-level management frequently tries to shield employees from the true magnitude of their situation, which Heckscher sees as detrimental to the individual and the company. Using pseudonyms, Heckscher describes four companies from his study that exhibited positive responses to change and a commitment to building a "community of purpose." He then proposes new models for both individuals and organizations. This well-organized book offers fresh insights into a topic that has received considerable attention. Recommended for business collections.
Mark McCullough, Heterick Lib., Ohio Northern Univ., Ada
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Mark McCullough, Heterick Lib., Ohio Northern Univ., Ada
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Product Details
Would you like to update product info or give feedback on images?
|
More About the Author
Discover books, learn about writers, read author blogs, and more.
Customer Reviews
|
There are no customer reviews yet.
|
|||
|
Video reviews
|
Tag this product(What's this?)Think of a tag as a keyword or label you consider is strongly related to this product.
Tags will help all customers organize and find favorite items. |
Sell a Digital Version of This Book in the Kindle Store
If you are a publisher or author and hold the digital rights to a book, you can sell a digital version of it in our Kindle Store.
Learn more
