ABSTRACT
In terms of impact on individuals, due especially to perceived poor quality dialogue at senior levels, management in the regions view themselves and are seen as more demotivated, lacking clear areas of responsibility, experiencing substantial hindrances in their current position, are not driven to be performance oriented and fundamentally do just what is required of them. Under the performance management category, those issues requiring attention range from enhancing the change management skills of senior managers, to selection procedures, to greater cooperation and more hands on management. Vertical synergies work better under centralized management control. Horizontal synergy promotion needs devolution of structures, the empowerment of people and reliance on informality rather than formality, and clarity of jobs and roles. Research work conducted at Cranfield School of Management identifies two phenomena to overcome in leading downsized, reconfigured organizations: the survivor syndrome, and the management support vacuum.
