ORGANIZATIONAL LIFE AND THE 2 HEAD PROBLEM
Traditional management (in the bad/good old days) used to concern itself with; supervision, checking, delegating, controlling, inputs and how to make sure the staff did what they where told. Managers where seen as fitting along a style line somewhere between laissez faire (lax) and autocratic (despotic), with us all being encouraged to be somewhere in the middle as democrats.
Today the issue is more complex with the in ever more countries the newly 'empowered' better educated workforce that most of us manage, our personal style preference is perhaps less relevant and we as managers need to become 'more things' to a more demanding workforce. The concept of a manager also fulfilling a leader role is prevalent in most companies. Some even argue managers are no longer required at all and it is only leaders that will drive the companies of the future. This is fine in theory however corporate culture can take a long time to change and for the majority of us the expectation is that we will be required to fulfil the duel roles. This creates inner conflict as the ideals of the two disciplines are at opposite ends of the spectrum. The the next chapter chapter lists gathered from a wide range of sources gives some insights into the dilemma facing most managers.
First you need to have a look at...
POLARITIES IN ORGANISATIONAL LIFE (DO WE NEED TWO HEADS)
Management_tips/polarities.html ...then return here (there is a link to come back)
The next article on management is:
WANT TO BE 'GOOD' MANAGERS, WHAT DO THE STAFF SAY ABOUT 'GOOD' MANAGEMENT?
references are at :
Orglearn - Richard Townsend 1999-2014