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Analyzes seventeen successful and unsuccessful managerial transitions, describes the five stages in mastering a new position, and discusses the implications for career planning.
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Industrial management, Business planning, Executives, Personnel management.
publication date
:
1987
lcc
:
HD38.G225 1987eb
ddc
:
658.4
subject
:
Industrial management, Business planning, Executives, Personnel management.
Page iii
The Dynamics of Taking Charge
John J. Gabarro
Page iv
HARVARD BUSINESS SCHOOL PRESS
1987 by the President and Fellows of Harvard College All rights reserved. Printed in the United States of America.
01 00 99 98 12 11 10 9
Tables 1-4, 3-1, 3-3 and Figures 2-1, 2-2, C-3 reprinted by permission of the HarvardBusinessReview "When a New Manager Takes Charge," by John J. Gabarro, May-June 1985. Copyright 1985 by the President and Fellows of Harvard College; all rights reserved. Figures A-2, A-3, C-1, C-2, C-4 from CourseDevelopment&ResearchProfile, 1983. Copyright 1983 by the President and Fellows of Harvard College, reprinted by permission.
Library of Congress Cataloging-in-Publication Data
Gabarro, John J. The dynamics of taking charge.
Bibliography: p. 189 Includes index. 1. Industrial management. 2. Corporate planning. 3. Executives. 4. Personnel management. I. Title. HD38.G225 1987 658.4 86-25624 ISBN 0-87585-137-6
Page v
Contents
Preface
vii
Acknowledgments
ix
Chapter 1 Introduction
1
Chapter 2 Stages of Taking Charge
10
Chapter 3 Factors That Make a Difference
39
Chapter 4 The Organizational Work of Taking Charge
70
Chapter 5 The Interpersonal Work of Taking Charge
98
Chapter 6 Managing the Process of Taking Charge
127
Appendix A Research Design and Methods
144
Appendix B Other Research Studies
159
Appendix C Activity Data and Organizational Change Measures
176
Selected Bibliography
189
Index
199
Page vii
Preface
This book reports the findings of a research project on managers taking charge of organizations in management successions. It is different from most books on management succession in that it focuses on the taking-charge process itself rather than on the conditions that lead up to a succession. It also differs from most books on the topic because it focuses on general management and upper-level functional successions rather than on CEO successions.
The purpose of the book is to describe the organizational and interpersonal dynamics of how managers take charge: the stages of learning and action that characterize the taking-charge process; the situational and personal background factors that bear on the process; and the patterns of behavior that distinguish successful transitions from those that fail. Although the presentation of the findings is mainly descriptive, the book also draws implications of a normative nature for the organizational and interpersonal work of taking charge as well as for such pre-succession activities as selection, career development, problem-scoping, and transition management.
With these goals in mind, the book is aimed at three audiences: (1) senior-level executives who are in the process of taking charge of general management or upper-level functional assignments; (2) senior corporate officers and corporate personnel staff who are concerned with succession planning and transition management; and (3) fellow academicians and re-
Page viii
searchers interested in the problems of executive succession and effective leadership.
The findings are based on a series of field studies of seventeen management successions involving division general managers, subsidiary presidents, group executives, and division-level functional executives in marketing, manufacturing, and service operations. The successions studied occurred in fourteen firms in the United States and Europe. The findings and their implications are presented in the first six chapters. Material of a more technical nature, including prior research, design and methodology, and tabular arrays of data, is presented in the appendices.
Page ix
Acknowledgments
The fieldwork for this project occurred over an eight-year period and the writing spanned an additional two years. Needless to say, a great many people helped me bring the project to fruition. I am especially indebted to Anthony Athos, Jay Lorsch, and Richard Walton for their initial guidance in the early stages of the research. Thanks are due also to Jay Norman and Frank Leonard for their assistance in the initial fieldwork. The decision to extend the project beyond the first set of studies was largely a result of the advice and support of E. Raymond Corey who was then director of research at the Harvard Business School. When I was long behind schedule, he urged me to "go back to the data" instead of bringing premature closure to the project. He also encouraged me to undertake a second set of studies and provided the financial as well as moral support to do so. Without his encouragement the project would not have taken its final form. Also instrumental in urging me to extend the project were Derek Abell and Pierre Goetchin and their colleagues at IMEDE in Lausanne. My closest colleague in extending the research was Colleen Kaftan. Without her assistance in both the analysis and fieldwork, I could not have completed the project. Her insights, support, and optimism kept me and the research going.
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