Roger Stuart

Beyond the frame of management competenc(i)es: towards a contextually embedded framework of managerial competence in organizations

Work on managerial competence has largely been characterized by being narrowly focused, fragmented and confusing in its terminology. Further, it has often failed to deal with issues of organizational specificity and the widely different contexts for managerial performance. Additionally, the work has mainly been located in and applied to lower level managers in the larger, often multinational organizations. Finally, the focus of much competence work has been on individual managers and has often taken little account of teamworking. Describes a contextually embedded framework of managerial competence which is targeted on top teams in small to medium‐sized enterprises. The framework identifies and distinguishes the key foci for clearly defining managerial competence, and beyond that, serves to locate existing competency frames in a single and coherent whole. The framework also explicitly recognizes organizational context as an important influence on ‐ indeed determinant of ‐ managerial competence in situ. Uses the concept of a lens of organizational competence to bridge environmental and organizational cultural variables with top team concerns and capabilities.

Experiencing organizational change: triggers, processes and outcomes of change journeys

Describes research into managers′ experiences of significant organizational change attempts. The research project was aimed at developing frameworks which: describe, illuminate and enable a better understanding of managers′ journeys through organizational change; serve as a template for bringing together the very diverse and fragmented literature relating to individuals experiencing change; highlight issues and pointers for the design and facilitation of effective organizational change initiatives. The first part describes the context, spirit, intentions, sample and methodology of the research. Also, reviews a broad range of literature which can inform our understanding of individuals in change. Propounds the need to open up the “real world” of organizational change, as perceived and experienced by managers, rather than any “ideal” view of how that world is desired or supposed to be. Presents and discusses research findings on the sensed and initiating “primary” triggers for change‐that is, the formal and...

The trauma of organizational change

Looks beneath the surface of much of the rhetoric and “ought to be”s of organizational change ‐ a world of learners and change masters ‐ to a “real” perceived and experienced world where managers are struggling with ‐ what for them are ‐ the experienced traumas of change. This is a world where individual managers are attempting to survive the trauma which is more usually associated with disasters or catastrophes, and even abuse. Sets out to clarify the meaning of such terms as trauma, catastrophe, abuse, victim and survivor and their significance in the context of organizational change. Urges the instigators, initiators, implementors and facilitators of change in organizations to face up to and consider the implications of managers’ experienced trauma. Although not arguing against the need for organizations to embark on significant and continuing change attempts, prompts a calculation of the real costs of such changes in terms of their short‐ and long‐term consequences.

Characterising Stress. Part 1: The Range of Stress Reactions

This two‐part article starts by summarising the “story of stress” as developed in the training and development literature and presented on courses for stress management. The story is viewed as helpful but incomplete, for it is only in its simplicity that it accounts for individuals′ similarities, and only in its vagueness does it account for their differences. A need is identified to embellish the story of stress with a comprehensive framework which describes and provides a rationale for both the diversity and similarity of individuals′ stress reactions. In particular, a framework is required which goes beyond “fight or flight” and illuminates how people are physically, behaviourally, mentally and emotionally under stress. What is needed is a coherent and holistic account of personal character in stress. One such characterisation of stress is described, based on stress continuum. At one end of the continuum is located the variety of temporary startle reactions of individuals to transient stressors; toward...

Characterising Stress: Part 2. The Emergence and Loosening of Stress Characters

This is the second of a two‐part article describing a characterisation of stress based on a stress continuum. Part 1 provided a holistic description of the full range of individuals′ startle reactions and stressed responses. Part 2 describes the emergence of stress characters, links these characters to the stressors that prompt them and the effects they produce, and considers the methodological implications of the frameworks for those wishing to help alleviate individuals′ stress. Overall, the article develops the original stress story towards one which matches, and beyond that serves to integrate and provide a rationale for, the full qualitative diversity of individuals′ stress.