ABSTRACT
After a decade of globalizing markets, restructuring industries, transforming technologies, and intensifying competition, there must be precious few managers who have been unaffected by the subsequent waves of downsizing, delayering, restructuring, and re-engineering that have reconfigured the form and redefined the functioning of the modern transnational organization. More important to the surviving managers is the impact that these transformational changes have had on their individual roles and responsibilities – and, by implication, on the personal competencies required of those who must implement the new management tasks.
