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The Management of Innovation$
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Tom Burns and G. M. Stalker

Print publication date: 1994

Print ISBN-13: 9780198288787

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198288787.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2022. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use.date: 16 May 2022

The Men at the Top

The Men at the Top

(p.208) (p.209) Chapter 10 The Men at the Top
The Management of Innovation



Oxford University Press

This chapter discusses the role of the managing director and examines how he defines the organizational structure and degree of commitment in the working organization. It is concerned with the extent to which the managing director can interpret technical and commercial situations and adapt the working organization and elicit the individual commitment to it which the situation calls for. These two aspects of the director's task are related to the two dimensions of the working situation of all subordinate members of the concern: the ‘framework of organization’ and the ‘framework of decision’. Visible power, seniority, and the pressure for limiting commitment and mechanizing the working organization are all focused on the managing director.

Keywords:   managing director, commitment, working organization, framework of organization, framework of decision, power, seniority

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