Lu sur le site de "The Economist", relayé par le journal Les Affaires.
2 articles: ici et ici.
Extraits:
Although it may be fashionable to give middle managers a shoeing, there are still reasons to believe that theirs is not a wholly useless profession. A recent survey by the Economist Intelligence Unit (EIU), our sister organisation, found that an employee's relationship with his line manager is the most important factor in determining whether he remains motivated and productive. As Marcus Buckingham, a management writer, once quipped: “people join firms but leave managers”. This means that promotion to middle management should be considered too important to be merely a reward for good performance in a functional role. Instead, it should nurtured as a skill in its own right.
Ethan Mollick, of Wharton Business School in Pennsylvania, argues that firms should nurture managers with the initiative to balance the needs of day-to-day operations against the need to implement the board’s strategy. Middle managers also act as a crucial filter. A large firm may have tens of thousands of employees. The CEO cannot possibly listen to them all.
Aucun commentaire:
Enregistrer un commentaire