Fred,
I'm not sure where you'd pick up empirical data on this (if such data even
exists) but our observation of what is current practice in company takeovers
is that many of the existing teams are left in place while their management
teams are made redundant.
I'm sure I speak for many listers when I ask that you keep us up to date on
your search. It is an area with many ongoing implications.
Phil Rutherford
----- Original Message -----
From: Fred Nickols <
nickols@WORLDNET.ATT.NET>
To: <
MG-ED-DV@MAELSTROM.STJOHNS.EDU>
Sent: Wednesday, March 29, 2000 9:59 PM
Subject: [MG-ED-DV] De-layering studies
> Anyone know of any studies on the effectiveness, methodology or aftermath
> of de-layering in large organizations? I know of several studies about
the
> aftermath of downsizing (wholesale cutbacks) but I'm not aware of any
> focusing on de-layering (i.e., taking out one or more entire levels of
> management).
> --
>
> Fred Nickols
> The Distance Consulting Company
> "Assistance at A Distance"
>
http://home.att.net/~nickols/distance.htm
>
nickols@worldnet.att.net
> (609) 490-0095
>