Football Coaching Staff, UM Football, 1970

Front Row: l-r: George Mans, Chuck Stobart, Jerry Hanlon, Gary Moeller, Bo Schembechler

Back Row: Larry Smith, Tirrell Burton, Dick Hunter, Frank Maloney, Jim Young

UM Football, 1991 coaching staff

Back Row: Jim Herrmann, Bobby Morrison, Jerry Hanlon, Bob Chmiel, Tirrell Burton, Mike Gittleson

Jeff Long, Tom Reed, Bill Harris, Gary Moeller, Lloyd Carr, Cam Cameron, Les Miles

1964 Football Coaching Staff, UM Football

L-R: Back Row: Tony Mason, Hank Fonde, Jack Nelson

Front Row: Bob Hollway, Don Dufek, head coach Bump Elliott, Dennis Fitzgerald

Coaching Staff, UM Football, 1976

Front Row: Dennis Brown, Jack Harbaugh, Tirrell Burton, Gary Moeller, Bo Schembechler, Jerry Hanlon, Chuck Stobart, Bill McCartney

Back Row: ?, Tim Davis, Bob Thornbladh, Paul Schudel, Tom Reed, ?,?,

Coaching Staff, UM Football, 1978

Front Row: Tirrell Burton, Bo Schembechler, Jerry Hanlon, Don Nehlen

Back Row: Barry Pierson. Dennis Brown, Jack Harbaugh, Paul Schudel, Milan Vooletich, Bill McCartney, Mike Gittleson Bob Thornbladh

Coaching Staff, UM Football, 1979

L-R: Fritz Seyferth, Bob Thornbladh, Paul Schudel, Jack Harbaugh, Dennis Brown, Bo Schembechler, Jerry Hanlon, Don Nehlen, Milan Vooletich, Bill McCartney, Tirrell Burton, Mike Gittleson

Coaching Staff, UM Football, 1980

L-R: Front Row: Bill McCartney, Jerry Hanlon, Paul Schudel, Tirrell Burton, Gary Moeller, Bo Schembechler, Lloyd Carr, Milan Vooletich

Back Row: Jerry Meter, Ron Vanderlinden, Tim Davis, Bob Thornbladh, Les Miles, Mike Gittleson, Fritz Seyferth

Coaching Staff, UM Football, 1981

L-R: Front Row: Gary Moeller, Lloyd Carr, Tirrell Burton, Bo Schembechler, Jerry Hanlon, Milan Vooletich, Paul Schudel

Back Row: Jerry Meter, Bill McCartney, Bob Thornbladh, Mike Gittleson, Fritz Seyferh, Les Miles

Developing the managerial resources of Indonesia; a report to the Biro Perantjang Negara,

Mode of access: Internet.

Elements of managerial action,

Includes bibliography.

The paradox of managerial downsizing

Delayering and the flattening of organizational hierarchies was a widespread trend through the 1990s. Peters (1992) in the USA promoted flattening as an organizational strategy and Keuning and Opheij (1994) promoted the prescriptions in Europe. Despite these strategies and apparent structural changes, the number and ratio of managers appears to have grown. This paradox of managerial downsizing has not been adequately probed in the literature. The predominant explanation, that there has been a 'myth of managerial downsizing', is associated with Gordon (1996). However, this debate has been shaped by the US experience and data. There is a need to reassess the dynamics of the 1990s in relation to other economies. This article focuses on a semi-peripheral economy, that of Australia. A study of the population of firms over time is necessary in order to resolve the issues. The article utilizes a comprehensive range of data, including several national surveys and a longitudinal database of all larger private-sector firms in Australia during the 1990s. The results indicate that the 'myth of managerial downsizing' must be rejected. There were dramatic effects on managers through the course of the 1990s in larger Australian firms. The dynamics of the process are analysed, tracking 4,153 firms across the decade and the paradox explained. The theoretical implications are discussed.