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Chapter 1: Problem 9

What caused the need for the fast-track manager in the 1950 s and 1960 s? What potential impacts on the perspective of management might this practice have?

Short Answer

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Short Answer: The need for fast-track managers in the 1950s and 1960s was driven by the post-WWII economic growth, increased global competition, and rapid technological advancements, which created an urgent demand for skilled and experienced managers to lead organizations in a competitive and fast-paced environment. The practice of fast-track managers potentially impacted management perspectives by changing the traditional hierarchical structure, prioritizing performance and efficiency, and increasing the focus on results-driven strategies.

Step by step solution

01

Understanding the historical context of the 1950s and 1960s

Begin by researching the historical and social context of the 1950s and 1960s. Some key factors to consider are economic growth, technological advancements, and the rise of multinational corporations. Investigate how these factors contributed to an increased demand for efficient and skilled managers.
02

Define the concept of fast-track managers

Make sure to have a clear understanding of what fast-track managers are. These are usually high-performing employees who are trained and promoted quickly through the ranks of the organization, often receiving accelerated training and mentorship. This practice was initially implemented to meet the increasing demands for qualified and experienced managers.
03

Analyze the causes of the need for fast-track managers

After understanding the historical context and the concept of fast-track managers, identify the causes that led to the need for these managers. Consider points such as post-WWII economic growth, increased global competition, and rapid technological advancements, which contributed to companies needing to quickly adapt and stay ahead in the market.
04

Discuss the potential impacts on management perspectives

Finally, analyze the potential effects of the fast-track manager practice on the perspectives of management. Some potential impacts to consider include how this practice might have changed the traditional hierarchical structure within organizations, the prioritization of performance and efficiency over other factors, and the increased focus on results-driven management strategies.

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Most popular questions from this chapter

What essential skill does a manufacturing manager need to be able to appreciate the big picture and still pay attention to important details without becoming completely overwhelmed?

In very rough terms, one could attribute the success of American manufacturing to cffective competition on the cost dimension (i.e., via economies of scale due to mass production), the success of German manufacturing to effective competition on the quality dimension (i.e., via a reputation for superior product design and conformance with performance specifications), and the success of Japanese manufacturing to effective competition on the time dimension (i.e., via short manufacturing cycle times and rapid introduction of new products). Of course, cach newly ascendant manufacturing power had to compete on the dimensions of its predecessors as well, so Germany had to be cost-competitive and Japan used cost and quality in addition to time. Thinking in terms of this simple model, that represents global competition as a succession of new competitive dimensions, give some suggestions for what might be the next important dimension of competition.

Give some pros and cons of the portfolio management approach to managing a complex manufacturing enterprise.

Why was it unimportant for a manager to be terribly concemed with production details in the \(1950 \mathrm{s}\) and early \(1960 \mathrm{s} ?\) How did this affect the nature of American business schools during this period and their impact on management practices today?

Give a counterargument for cach of the following "usual answers" as to why American manufacturing is in decline: a. Growth of government regulation, taxes, etc. b. Deterioration in the American work ethic combined with adversary relationship between labor and management. Interruptions in supply and price increases in energy since first OPEC oil shock. A. Massive influx of new people into workforce-teenagers, women, and minority groups - who bad to be conditioned and trained. \mathrm{e. Advent of unusually high capital costs caused by high inflation. } If the real answer is none of the above, what else is left?
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