This form of control is more subtle, because managers perceive the stint at the Centre as a privilege and reward for competence and loyalty. Visiting managers reported that, despite the rigorous evaluation system which was monitored at the Centre, it was not unusual for individuals to lobby their superiors to be 'nominated' for a course or assignment. Most understand that it takes more than consistent high achievement to 'join the club'. This opens the way for political activity, which, in addition to helping the politically adept influence the circumstances that lead to their selection, also attests to their potential 'to network' -- a cherished quality at IP. Of the 15 visiting managers 5 thought the choice was based in part on lobbying and the need to reward perceived loyalty. However, an IPI graduate criticized those who spent all their time lobbying and engaging in politics; according to him, the comp any was so big 'it was like a paradise for those who don't want to work'. A non-IPI graduate reported: 'Sometimes the decision about when to train is flawed. The most important courses are reserved for key people, rather than for those who really need them. And if you select individuals on questionable criteria, it raises questions about whether you're creating a capacity for the whole company. What sense does it make for someone who has been a marketing manager for twelve years to go on an advertising evaluation programme? You can only conclude that the company is trying to thank them or stop them from leaving.' (Nigerian marketing manager)The tangibility of these reward/retention mechanisms would appear to play a decisive role in legitimizing the integrative ideology. The managers' loyalty is won because their very presence at head office signifies that their potential for senior management has been recognized. The complexity and dynamic nature of the ideology is such that the star-performers help the firm, albeit inadvertently, to ...
