Discussing the Role of Middle Management

* 1.2 Evaluate the specific responsibilities of middle managers in enabling your organisation to achieve its

The communication is extensive in both directions (from employees to leaders and vice versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined. The need for consensus may avoid taking the ‘best’ decision for the business unless it is managed or limited.

The solution adopted by many companies is to move toward greater delegation. Yet it is difficult for top managers to give up responsibility. And lower-level managers are not accustomed for making decisions for themselves. As a result many companies struggle during this revolutionary period, because many lower level employees leave the organization since they stick to centralized methods.

Understand the specific responsibilities of middle managers in enabling and organisation to achieve its goals

Top-level managers are responsible for controlling and evaluating the entire organization. Middle-level managers are responsible for implementing the organizational plans which set by the top management officals. The middle managers act as a link between top-level management and low-level management. Low-level managers focus on controlling and directing. They supervise the employees on their work. Top-level managers include the board of directors, president, vice-president, and CEO. They are responsible for setting goals, strategic plans, company policies, and make decisions for the entire organisation. In addition, top-level managers play an important role in utilizing the outside resources. Top-level managers are accountable to the shareholders and general public. Middle level management includes General managers, branch managers, and department managers. They are accountable to the top management for the effective function of each

Middle management are store managers and assistant managers. The managers at the middle level are responsible for implementing top manager’s strategy. The middle managers usually supervise the first-line managers. At Wal-Mart middle managers are responsible for customer service, supervising employees, applying company regulations, and taking care of several administrative tasks. (Kumar) Assistant managers are leaders who should characterize their company and themselves well by acting as a role model to the people below them. Walmart has several department managers. There are managers over the food department, electronics,

Middle managers focus their goals on a shorter time frame, usually ranging from one month to one year. They develop plans to achieve business objectives in a process called tactical planning. They need more detailed information than top managers do, but somewhat less information than team leaders and supervisors.

In order to manage change a manager needs to understand innovation and change in an organisation

Due to these studies, it is now emphasised that good communications are vital for good management. With a standard of

When faced with a fresh start, whether that is enrolling at a new school, starting a new hobby or, most importantly, starting a new job, there will always be growing pains. Anyone who has experienced a transition from one role to another can make a case for the tensions and discomfort that usually arise. Whether this tension stems from your peers in the workplace or even the managers superior to you, it takes a great deal of effort to ensure that the transition of roles in the workplace is as smooth as possible. In the Harvard Business School case “Thomas Green: Power, Office Politics, and a Career in Crisis,” Thomas Green, recently promoted Senior Market Specialist at Dynamic Displays faces a challenge when he and his direct manager, Marketing Director, Frank Davis, clash in their working styles. As a result of Davis’ loss of credibility and the clash of priorities between the two men, Green’s place at Dynamic along with his job security become tenuous.

As a result of the lack of communication between division managers, middle managers and employees, division personnel became discouraged and demotivated. In addition, if employees are systematically undercompensated, the corporation may suffer from losing key employees.

All managers have a central role in executing a communications strategy. This requires management to be:

I agree with the statement above on the basis that communication is the most important thing when it comes to working in unison. Over time, the top levels of management tend to become isolated from the rest of the organization. A chasm develops those results in a gap in communication, mutual understanding, and/or acceptance of new ideas and knowledge. Without proper communication from managers, the organization will lose focus and their effectiveness will decrease.

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

As an organisation grows bigger it requires more than one manager to control the operators. Middle line managers add strategic apex managers into the operating core with proper authority. In broad, one set of managers directs the operators for the basic unit and another set of managers takes charge to convert it to the higher level unit. Hence, these units come under one manager to form an organisation. Middle line managers observe the performance of the same unit and they produce the feedback to the managers above them.