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 |
