Fitting In or Standing Out? The Arrival of Managers from the New Member States

Abstract

As we saw in Chapter 4, the goals of those coming in at entry level were to fit in, to master the technical aspects of the job as well as the unwritten norms, and to be accepted and respected, and for the most part they are succeeding in meeting those goals. In contrast, the entry of senior managers was a greater challenge, both for the individuals and for the organization itself. The literature summarized in the introduction helps us to understand why that might be the case and raises questions about organizations’ ability not only to assimilate newcomers but to accommodate to them, that is, to be responsive to their needs and also to learn from them, and to accept proposals for change initiated by them. Some of the specific factors that the literature posits as important are:

• The level of perceived “differentness” of the newcomers, based on their nationality, gender, age, and prior experience.

• The level of cultural differences, as reflected in differing communication styles (including direct versus indirect communication) and expectations about formality or informality.

• The level of perceived power of the new arrivals.

• The management styles of newcomers, based on prior experience, and the ability and willingness of new managers to adapt their style to that which is customary in the organization or, in contrast, to force or encourage the organization to adapt to them.