000			01830pab a2200181 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aLittler, Craig R.
245			_aThe paradox of managerial downsizing
260			_c2004
300			_ap.1159-184.
362			_aSep
520			_aDelayering and the flattening of organizational hierarchies was a widespread trend through the 1990s. Peters (1992) in the USA promoted flattening as an organizational strategy and Keuning and Opheij (1994) promoted the prescriptions in Europe. Despite these strategies and apparent structural changes, the number and ratio of managers appears to have grown. This paradox of managerial downsizing has not been adequately probed in the literature. The predominant explanation, that there has been a `myth of managerial downsizing', is associated with Gordon (1996). However, this debate has been shaped by the US experience and data. There is a need to reassess the dynamics of the 1990s in relation to other economies. This article focuses on a semi-peripheral economy, that of Australia. A study of the population of firms over time is necessary in order to resolve the issues. The article utilizes a comprehensive range of data, including several national surveys and a longitudinal database of all larger private-sector firms in Australia during the 1990s. The results indicate that the `myth of managerial downsizing' must be rejected. There were dramatic effects on managers through the course of the 1990s in larger Australian firms. The dynamics of the process are analysed, tracking 4.153 firms across the decade and the paradox explained. The theoretical implications are discussed. - Reproduced.
650			_aManagement
650			_aOrganizations
700			_aInnes, Peter
773			_aOrganization Studies
909			_a62647
999			_c62647 _d62647