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Union PacificThe Reconfiguration: America's Greatest Railroad from 1969 to the Present$
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Maury Klein

Print publication date: 2011

Print ISBN-13: 9780195369892

Published to Oxford Scholarship Online: March 2015

DOI: 10.1093/acprof:osobl/9780195369892.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 25 September 2021

The Clash of Styles

The Clash of Styles

Chapter:
(p.402) 30 The Clash of Styles
Source:
Union Pacific
Author(s):

Maury Klein

Publisher:
Oxford University Press
DOI:10.1093/acprof:osobl/9780195369892.003.0032

This chapter focuses on the clash of management styles among Union Pacific Railroad officers, with particular reference to Ike Evans's managerial style. Outside presidents always posed a problem for Union Pacific officers. They came to the company from an entirely different culture and brought with them strange ways and concepts. Robert G. Flannery had been a railroad man, but he served largely as a caretaker. Mike Walsh succeeded in selling many of his ideas to the railroad, while Ronald J. Burns failed to do so. Although many of Walsh's reforms endured, so did the attitudes and problems that confronted him when he arrived in Omaha. Although Union Pacific's organizational culture had evolved in many respects, it retained a strong flavor of its unique style. Like the cultures of many other corporations, it was caught in an ongoing transition complicated by having to meld the differing styles of so many merger partners.

Keywords:   management, Union Pacific Railroad, officers, Ike Evans, managerial style, Robert G. Flannery, Mike Walsh, Ronald J. Burns, organizational culture

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