Abstract:
This paper is based on an interpretative study of an entire management team within a single
company. It examines the factors such as the values, experience, and behaviours of new
managers within the company which influenced their assimilation, and thus affected the
effectiveness of the organisation at a particular moment in time. In this case the firm had a
new chief executive who was attempting to re-focus the company’s strategic position, and
new staff were intended to be a major lever with which to effect change. However, it was
widely perceived that some of the new managers were less successful in this than they
might have been. This paper therefore reports on the factors which appeared to contribute
to their relative failure.
