Comparing Beliefs of Line and Technostructure Managers

Abstract

In this article the author discusses research he conducted that examined the beliefs held by managers who work in different parts of the same organization. The author notes that the existence of similar beliefs could be the result of managerial practices designed to promote consensus and conformity while differing beliefs could be the result of different work roles. The author notes that previous research has shown the later to be true. In carrying out his research the author discusses how he has chosen to divide parts of an organization, noting that he utilizes Mintzberg's five basic parts which are the operating core, technostructure, middle line, support staff and strategic apex. This research focuses on the beliefs held by managers in the middle line and the technostructure.