In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional pyramidal organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socioeconomic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others historically prosperous are on the verge of complete collapse Dent, 1991. In responding to the socioeconomic challenges of the nineties, organisations across the board have resorted to dismantling the conventional pyramidal structure and adopting socalled leaner structures see Zeffane, 1992. The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply Bamber, 1990 Green & Macdonald, 1991. As organisations shifted their strategies from mass production to postfordism see, for example Kern and Schumann, 1987, there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, worldwide. This has resulted in massive organisational restructuring worldwide.
International Journal of Sociology and Social Policy – Emerald Publishing
Published: Mar 1, 1994
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