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Table 3 Overview of middle managers’ perceived misfits and strategies for engaging with the misfits

From: Navigating in a Hierarchy: How Middle Managers Adapt Macro Design

Type of misfit Description Strategies for engaging with the misfit
Structure–process New business partner role, but insufficient coordination mechanisms to bring the role to life
Unclear interfaces between new business partner and controller
Business partner community
Excellence teams
Structure–people Perceptions of the new structure as a matrix. No need for specialized finance people, but people who can work the matrix “Buddy” arrangement
Safe haven
Sharing best practice
Strategy–process Delayed SAP implementation and difficulty in using the system at production sites SAP service check
Structure–rewards Perceptions of the new structure as a matrix. Rewards given based solely on contribution to function None observed