Middle Management: Is it a Hug or a Squeeze?

Middle Management: Is it a Hug or a Squeeze?

Shabiran RahmanInformation Services and Resources Department

University of Waterloo, Canada

Shabiran RahmanInformation Services and Resources Department

University of Waterloo, Canada

Presentation will CoverPresentation will Cover

• What is Middle Management?

• A Brief Review of how Change has affected Middle Managers and Management?

• Importance of the Role in Times of Change

• Lessons Learned: ISR Management Team at U of Waterloo

• Communication, Communication, Communication

• Discussion: Your Thoughts and Experiences

• What is Middle Management?

• A Brief Review of how Change has affected Middle Managers and Management?

• Importance of the Role in Times of Change

• Lessons Learned: ISR Management Team at U of Waterloo

• Communication, Communication, Communication

• Discussion: Your Thoughts and Experiences

Leading From the Middle: Conference Board of Canada Organizational GroupLeading From the Middle: Conference Board of Canada Organizational Group

Middle Management in a Changing Environment

Middle Management in a Changing Environment

• Down-sizing (younger employees keep their jobs because they are

considered the future) • Flattening of the Organizational Structure

• Middle Manager not Part of Design but Expected to Implement and Manage

• No Succession Planning(No one wants the job)

• Down-sizing (younger employees keep their jobs because they are

considered the future) • Flattening of the Organizational Structure

• Middle Manager not Part of Design but Expected to Implement and Manage

• No Succession Planning(No one wants the job)

Role of Middle ManagersRole of Middle Managers

• Essential to Success of the Organization

• Vital Connection between Senior Management and Frontline Workers 

• Between Organizational Strategy and its Implementation

• Essential to Success of the Organization

• Vital Connection between Senior Management and Frontline Workers 

• Between Organizational Strategy and its Implementation

• Provide Linkages Horizontally and Across Functions

• Twin Priorities: Managing and Achieving Results and Managing and Developing People

• Traditional Role (planning, monitoring, controlling) changed to Strategy and Process

• Provide Linkages Horizontally and Across Functions

• Twin Priorities: Managing and Achieving Results and Managing and Developing People

• Traditional Role (planning, monitoring, controlling) changed to Strategy and Process

Lessons Learned: ISR Management Team at U of Waterloo

Lessons Learned: ISR Management Team at U of Waterloo

• The Eternal Question “What does a manager do anyway?” How does he/she spend the time?

• No Remuneration

• No Site Manager; Librarians Autonomous (sort of)

• The Eternal Question “What does a manager do anyway?” How does he/she spend the time?

• No Remuneration

• No Site Manager; Librarians Autonomous (sort of)

• Accountability without Authority

• Supervisor of Peers

• Confidentiality Surrounding Budgets

• Staff bypassing Manager (behaviour learned over many years

• Accountability without Authority

• Supervisor of Peers

• Confidentiality Surrounding Budgets

• Staff bypassing Manager (behaviour learned over many years

BibliographyBibliography

Conference Board of Canada Organizational Performance Group (2002, October 25). Leading from the middle. Retrieved May 26, 2004, from Government of Canada, National Managers’ Community Web site: http://www.managers-gestionnaires.gc.ca/reading_room/reports/leading_from_middle/leading_from_the_middle_e.pdf

Farquhar, C.R. (1998, April 15). Middle managers are back: How companies have come to value their middle managers again. Retrieved May 26, 2004, from Government of Canada, National Managers’ Community Web site: thtp://www.managers-gestionnaires.gc.ca/career_development/middle_managers_are_back/conf_e.shtml

Conference Board of Canada Organizational Performance Group (2002, October 25). Leading from the middle. Retrieved May 26, 2004, from Government of Canada, National Managers’ Community Web site: http://www.managers-gestionnaires.gc.ca/reading_room/reports/leading_from_middle/leading_from_the_middle_e.pdf

Farquhar, C.R. (1998, April 15). Middle managers are back: How companies have come to value their middle managers again. Retrieved May 26, 2004, from Government of Canada, National Managers’ Community Web site: thtp://www.managers-gestionnaires.gc.ca/career_development/middle_managers_are_back/conf_e.shtml

BibliographyBibliography

• Middle managers are ‘pivotal’ to an organization’s success. (2003). HR Focus, 80, 9. Retrieved May 21, 2004, from ABI/INFORM/Global.

• Skrabec, Q.R. (2003). In search of the lost grail of middle management: The renaissance of middle managers. Lanham: University Press of America, Inc.

• Williams, L.C. (1995). Human resources in a changing society: Balancing compliance and development. Westport, CT: Quorum Books. Retrieved May 26, 2004 from http://www.questia.com/PM.qst?a=o&d=28143361

• Middle managers are ‘pivotal’ to an organization’s success. (2003). HR Focus, 80, 9. Retrieved May 21, 2004, from ABI/INFORM/Global.

• Skrabec, Q.R. (2003). In search of the lost grail of middle management: The renaissance of middle managers. Lanham: University Press of America, Inc.

• Williams, L.C. (1995). Human resources in a changing society: Balancing compliance and development. Westport, CT: Quorum Books. Retrieved May 26, 2004 from http://www.questia.com/PM.qst?a=o&d=28143361