Journey from commander to coach: Changes in the balance of power and control as a division shifts to teams.

摘要

Just as organizations must continually adapt to environmental changes, managers must adapt to organizational changes. Frequently, there is not a lot of time to make these changes and it can be quite stressful. However, when the old management role/behavior is no longer effective, the liability for continuing with that role/behavior increases significantly until it is no longer an option. By this I mean, either the manager changes their behavior or they are removed from the position. With the rapid pace and broad scope of change facing organizations today, management personnel must be ready, willing and skilled in changing roles and behaviors. This does not mean merely masking an old behavior so it appears to be something else; rather, it's the ability to move comfortably between roles as conditions warrant. This research complements previous research by providing additional insight on how to move between management roles more effectively.;The research question this study addresses is--what are the issues middle managers face in their transition from a management role to a coaching role with an emphasis on the issues and conflicts resulting from changes in the balance of power and control? An ethnographic, qualitative approach was taken employing an ethnomethodological perspective. Data collection consisted of interviews with nineteen managers who were involved in transitioning from the role of manager to the role of coach. After volunteers had been briefed on the focus of the interview and how the data would be used, an open-ended interview lasting from sixty to ninety minutes was conducted and taped.;The results of this study produced insights into: (a) the source and characteristics of power and control in a coach/team model, such as the source and form of control, (b) the issues managers face letting go of traditional management practices, for example, the loss of prestige and symbols of rank in the hierarchy, (c) the support managers need from senior management, such as providing and enforcing consistent policies, (d) how the support from peer managers and experienced coaches can accelerate the transition process, and (e) how the coach/team relationship differs from the manager/subordinate relationship, for example, the importance of trust and respect for others abilities.