Gloria L. Lee

Leadership Among Middle Managers - An Exploration in the Context of Technological Change

Although the importance of top managers in promoting technological innovation has been identified, the crucial role played by middle level technical managers in implementing the changes has been largely neglected. This paper offers a framework for the analysis of leadership roles in technological change, which draws upon often unrelated bodies of literature on leadership, technology, strategy, and organizational change. Data from empirical case studies of the implementation of CAD/CAM systems in British and Canadian companies are used to illustrate the impact of leadership by middle managers on organizational outcomes.

Technological and organisational change in small- to medium-sized manufacturing companies: a learning organisation perspective

This paper examines the extent to which a learning organisation perspective is attainable in small- to medium-sized manufacturing companies. An audit tool is developed from the literature on organisational learning and recognised processes that lead towards becoming a learning organisation. The paper focuses on the application of the audit tool in three UK automotive component suppliers which are all experiencing pressures for change imposed by the major vehicle manufacturers. The main changes are concerned with tiering of the supply chain and substantial delegation of responsibilities to component suppliers including an increasing emphasis on innovation and continuous improvement. The companies presented in the paper are taken from a research project into the impact of changes in supply chain relationships on the operation of small- and medium-sized manufacturing firms in the West Midlands region of the UK. The ways in which the companies are responding to change are presented together with the results of a self-assessment using the developed audit tool. These results suggest that companies of this type tend to focus on change in those areas that involve least challenge to the established power and authority of management.

Lessons for implementing AMT

With increasing global competition for manufacturers, interest has grown among researchers and practitioners in the role of advanced manufacturing technologies (AMT) in assisting firms to maintain their competitive edge. To contribute to the debate, this paper presents three case studies, one each from Australia, Britain and Canada, of companies investing in one type of AMT, computer numerical controlled (CNC) machines. The findings reported in this paper draw on the experiences of companies in developed economies but which are geographically dispersed and have different histories of industrialisation. Nevertheless when it comes to implementing AMT, there are far more similarities than differences in their experiences. The message is that for successful implementation of AMT, companies need to ensure that a broad, market driven perspective is taken to these investments, that attention is given to integration across systems and that people issues require as much attention as those directly relating to the actual technology.

Comparing American and British practices in AMT adoption

This paper compares AMT adoption practices in large American and British companies, investigating their motives, size and nature of their investments, planning processes, fit between AMT and strategy, functional areas involved, nature of financial techniques employed and the anticipated benefits, risks and difficulties. Data collected from 93 large American companies and 67 British companies is used for this comparison. The results show that American and British companies invest in AMT for similar reasons, however, there are differences identified in terms of the nature and size of investments and the AMT planning process. American companies are more sophisticated in their evaluation of AMT proposals and place greater importance on many of the expected benefits of AMT than do British companies. In American companies there is more involvement in AMT adoption from managers in different functional areas than is the case in British companies.

Competitiveness strategies and AMT investment decisions

Examines the relationship between competitiveness strategies and decisions to invest in advanced manufacturing technologies (AMT). Findings are presented from a survey of UK manufacturers, which is part of a global research programme on AMT investments. Experiences of four case companies are also used to illustrate factors driving these investments and their outcomes. Demonstrates how AMT investments arise from a business strategy seeking to improve competitiveness. Although these decisions are market‐driven and companies often use more than one financial appraisal technique when evaluating a proposal, they often cannot demonstrate the tangible benefits anticipated from their investments. This indicates that more time needs to be taken to carry out post‐implementation evaluation in order to be able to identify tangible benefits and learn from these experiences.

Templates for change with supply chain rationalization

Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such as world‐class manufacturing, lean production, total quality management, and business process re‐engineering followed by larger firms. Identifies some of the operational changes taking place in smaller companies based on the experiences of a larger group in the West Midlands. Explains why such smaller companies are making a more fragmented response to the need for change.

A cross country comparison of careers in logistics management in Australia and Britain

Purpose – The aim of this research was to ascertain the current roles and responsibilities of logistics managers in two countries, how they compare their situation with other managers and to identify the types of knowledge and experience that would assist them to develop their careers.Design/methodology/approach – This paper compares the results of a postal survey of 303 Australian and 161 British logistics managers.Findings – The study indicates that logistics managers in both countries share many similar experiences, responsibilities and perceptions of their career situations. They take considerable pride and satisfaction from these careers but recognise the need for continuing professional development in their present and future roles.Research limitations/implications – The research is limited to the respondents to the surveys. Further research in other countries including less well‐developed economies would add to the generalisation of results.Practical implications – It is argued that for successful ...

Piecework and Industrial Accidents: Two Contemporary Case Studies

Traditional trade union opposition to piecework has been based on the claim that piecework stimulates unsafe working practices and contributes to industrial accidents. Despite this widespread common sense assumption it has been difficult to demonstrate a link between piecework and accidents by statistical analysis. This paper reviews some of the evidence on the subject and describes a new source of insight into the problem through an examination of the daily accident distribution in two Birmingham firms. It is suggested that pieceworkers will be more motivated to take risks towards the end of the week, on days preceding pay day. They will also be less likely to report trivial injuries.

The challenges for quality managers in Britain and Australia

Purpose – This paper aims to compare and contrast the career experiences and development needs of British and Australian quality managers.Design/methodology/approach – The results of a postal survey of the careers of British quality managers are compared with Australian quality managers based on two surveys.Findings – The study finds that quality managers in both countries brought wide functional experience to their roles. Their current jobs are major sources of intrinsic job satisfaction for both groups of managers but they utilise a very limited range of quality tools. Also British and Australian managers show little awareness in terms of their development needs for a broader background in quality.Practical implications – The findings suggest a worrying lack of innovatory zeal amongst quality managers who appear to be more concerned with the maintenance of standards rather than taking a more dynamic approach. Thus it is argued that while quality managers bring wide functional experience to their current...

Between a rock and a hard place: some dilemmas for smaller component suppliers

This paper highlights some of the issues faced by smaller manufacturing firms attempting to remain competitive in the face of supply chain rationalisation. It is argued that rather than following the holistic templates of change adopted by many larger firms, the approach of smaller component suppliers tends to involve more partial, short term solutions. Three dilemmas for smaller firms are identified and the experiences of a Best Practice Network of component suppliers illustrate some of the ways in which companies down the supply chain attempt to remain competitive, in the face of rationalisation driven by original equipment manufacturers.