Rudhumbu (2015) citing Madden (2013) stated that using the positional context, middle managers are defined as people occupying a position at the intermediary level of the organisation, a position that is two or three levels from top managers and one level above front-line managers, i.e., a position that enables them to supervise supervisors and are also in turn to be supervised by others.
Academic middle managers can also be described using non-positional definitions. According to Floyd & Wooldridge (2000), academic middle managers are people who perform a coordinating role where they mediate, negotiate and interpret connections between top management and the operational levels , and hence are the people who are directly involved in the planning
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They are the faculty members assigned to spearhead programs/institutes/colleges in State Universities and Colleges of North Luzon for the second semester of school year 2016 to 2017. They are given titles as Deans, Coordinators, Directors, and Program Heads.
Other authorities view academic middle managers as administrators whose tasks and responsibilities typically encompass the management of human resources within the subject departments, paired with the coordinating responsibilities, budget administration and instructional planning (Dimmen, 2000).
Further, academic middle managers can best be understood in two context, i.e., the school wide context and department context (Wise, 2001). In the school wide context, by virtue of their position in the school hierarchy, middle managers are seen as operating at the interface between different levels and different sources of influence and change with their role shifting towards managerialism in which the middle managers find themselves managing the intersection of traditional and new organisational cultures and trying to exert school-wide influence (Wise, 2001; Hancook & Hellawell, 2003). In the department context, middle managers are tasked with ensuring good teaching and learning, a role that has traditionally been recognised as at the heart of the middle manager’s
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Many executives are dissatisfied with their middle managers and are questioning the value of this position within the organization. Some executives are actually blaming middle managers for holding back the organization from achieving its full potential. This ambiguity about the role is not only confined at executive level as many middle managers themselves are unsure of the jobs key tasks and more importantly what is required from them within the role. One thing is certain, this ambiguity is causing a great deal of concern and cost within organizations. So what do middle managers actually do and more importantly what are they meant to achieve within an organization (Dance, 2001)? The conduct of this study will attempt to answer all the queries raised above. The information generated will serve as a benchmark for policy makers in state universities and colleges to create mechanisms and systems to strengthen middle management in these institutions. School administrators will also be given a clear description on how the professional profile of middle managers interact with their leadership and management role performance which can serve as a basis in the formulation of a sound, relevant and holistic empowerment program for academic middle managers which will propel the institution in
Gorton, R. A., & Alston, J. A. (2012). School leadership & administration: Important concepts, case studies, & simulations. (9th ed.). New York, NY: McGraw Hill. [Kindle Version] (pp. 1-323).
Baldridge, J.V., Curtis, D.V., Ecker, G.P., & Riley, G.L. (1977). Alternative models of governance in higher education. In G.L. Riley and J.V. Baldridge. Governing academic organization. Berkeley, CA: McCutchan Publishing.
Managers have a multitude of formal responsibilities and are accountable for the actions of their employees. Managers must lead and direct an organization through manipulation and deployment of an organization?s resources. People in a management position are expected to carry out specific functions, jobs, and responsibilities; they must influence people, manipulate the environment, money, and time to achieve
This report shows and examines the extent to which the concept of the managerial escalator fits into the work of a manager. For this report I interviewed two managers of my choice, I investigated whether I could identify the two managers as hybrids and to what extent the followed the managerial escalator. I also identified to what extent it is possible to identify a Managerial Gap with either Manager. At the end, I discover the strategies which the employing organization has utilized in order to support these Managers.
Literature on the middle manager’s contributions to leading major change has tended to portray them as having a modest role or being a barrier rather than a driving force for change (Huy, 2002, Guth & MacMillan, 1986). Their role traditionally has been to enact changes...
I am a strong believer that the primary focus of any senior member of staff should still focus on Learning and Teaching despite being involved with the intricacies of strategic management. In my own roles over the last nine years I have tried to keep that mantra at the front of my mind. A strong leader, I believe, should be able to move things forward rather than being wholly reactive in dealing with day-to-day processes. I would strive to be a transformational Assistant Headteacher, constantly looking forward and shaping the future of learning rather than being purely transactional. I am confident that it is this that has contributed to the raising of standards within my own curriculu...
The school categories are conventional, congenial, or collegial. These three categories are distinguish by discussing the style that the principal administers the school (Glickman et al., 2010). Each individual category gives out a different outcome. A conventional administration or leadership it is recognized by the lack of communication among the staff and the administrator, also, the independence of the teachers is evident, it is no common goal it is a more individual goals setting, usually the responsible for everything are the students and teachers...
From front-line employees to mid-level managers, expectations of employees in today’s organizations have become more demanding. “Today, employees are given leadership titles and expected to figure out how to handle their new roles, but aren’t effectively trained” (Gale, 2002, p.1). Companies benefit when they have leaders positioned throughout the organization. This positioning distributes knowledgeable and skilled employees to benefit all aspects of the organization.
Throughout this case study of a Nice Manager it discusses a company Called Chisum Industries that is looking to promote someone within the company. The company is widely spread throughout Texas. Right now the middle management within the company seems to be a great place to be. There are tons of opportunities to grow and become better leaders or managers for the company.
The informational managerial role also has three roles within it are monitor, disseminator, and spokesperson. The monitor keeps current with all company information from within and the outside world. A manager would want to keep current to tell or show new things that employees or other personal would need to know. The disseminator shares knowledge with other employees. A manager would do this by holding meeting or sending out emails. The spokesperson would share information to the outside world like the press or other organizations. A manager would hold a conference or inform the media of new things to come.
Managers are the linchpins in the strategy-making process and must take on responsibility for formulating strategies to attain a competitive advantage and for putting those strategies into effect. They must lead the strategy-making process.
Managers are someone who coordinates and overseas the work of other people so organizational goals can be accomplished (Robbins & Coulter,2016). Managers are very important to organization because they need their managerial skills and abilities to get things done. Managers may have the ability to lead an organization but they also require the skills, which is needed daily to be efficient and effective. Management and leadership should have a committed relationship. While managers improve their ability to lead, companies should remember that strong leadership
Balogun discusses a study that was done on middle managers during a transitional year in an organization, including structural, operational, and cultural changes. From this study, it was found that as “change intermediaries,” middle managers fulfill four roles: undertaking personal change, helping others through change, implementing necessary changes in their department, and keeping the business going.
Corporate entrepreneurship (CE) is widely considered as a vital means to stimulate and sustain the overall competitiveness of an organization. Both practitioners and researchers have recognized the challenges of pursuing entrepreneurship within a corporation. CE is the result of the joint activities of an organization’s members, activities that pursue strategic objectives and constitute strategic roles. Thus, to face the challenges that CE poses for both theory and practice we need to advance our understanding of the activities and strategic roles involved in the CE process and their implications for performance. While strategic roles have been extensively studied, most studies analyze the strategic role of top managers and ignore the contribution of middle managers. Moreover, while there is a growing body of empirical evidence of a positive relationship between CE initiatives and performance, little research emphasizes the contribution of middle managers’ strategic roles to superior performance.
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.