{"id":4033,"date":"2014-08-28T01:39:26","date_gmt":"2014-08-28T01:39:26","guid":{"rendered":"http:\/\/bme2.flywheelsites.com\/blog\/taking-out-the-middle-man-the-case-against-middle-management\/"},"modified":"2020-01-20T16:59:26","modified_gmt":"2020-01-20T16:59:26","slug":"taking-out-the-middle-man-the-case-against-middle-management","status":"publish","type":"post","link":"https:\/\/www.benchmarkemail.com\/in\/taking-out-the-middle-man-the-case-against-middle-management\/","title":{"rendered":"Taking Out the Middle Man: The Case Against Middle Management"},"content":{"rendered":"<p>I run my business from home. At present my desk faces a half wall laced with a railing. There, from above, my three-year-old will frequently pops up to dutifully inspect my activity with the most serious of faces. Of course he has no idea what I\u2019m up to, but the routine inspections are like clockwork, along with the stone-faced disapproving look that can level most grown adults.<\/p>\n<p>I call him \u201cmiddle management\u201d because he\u2019s got that same look of authority and judgment \u2013 and just like most middle managers, he really doesn\u2019t know what\u2019s going on. If you\u2019ve seen <em>Office Space<\/em>, or even <em>The Office<\/em>, then you\u2019re familiar with the management stereotype \u2013 one that questions their relevance in overall business process.<\/p>\n<p>A shifting workplace economy rightfully begs the question: are managers necessary in an evolving business landscape that strives to replace hierarchy with a hive? Meanwhile, typical arguments against management usually premise on the idea that these roles only convolute business efficiency.<\/p>\n<p>A New York Times article by Matthew Hutson, titled \u201c<a href=\"https:\/\/www.nytimes.com\/2014\/06\/22\/business\/espousing-equality-but-embracing-a-hierarchy.html?_r=1\">Espousing Equality, but Embracing a Hierarchy<\/a>,\u201d quotes Google\u2019s technology director, Craig Silverstein, in his flip-flopping stance on management. Silverstein admitted his team at Google was under the assumption that managers just kept \u201cadding levels of bureaucracy.\u201d Yet several months of experimentation with a manager-free engineering department revealed that engineers actually preferred management. Silverstein admits, \u201cWe realized managers actually serve a purpose, resolving conflicts, [and] answering questions.\u201d<\/p>\n<p>Though Hutson argues in favor of corporate hierarchy, it can also be argued that hierarchy works best in more traditional settings \u2013 and particularly among engineers who by nature prefer predictable systems. In a more creative environment, like that of a start-up, the role of a manager would seem superfluous and contradictory to the nature of the organization, which thrives on open collaboration.<\/p>\n<p>Enter \u201ccollective genius.\u201d In a Harvard Business School blog post, <a href=\"https:\/\/hbswk.hbs.edu\/item\/7431.html\">collective genius<\/a> in business underscores the importance of innovation, including an emphasis on innovative leadership in order to create what is termed as \u201ccollective genius\u201d. In the post, titled \u201cLeading Innovation is and the Art of Creative \u2018Collective Genius,\u201d author Kim Girard gives multiple case examples of leading companies and how their leaders promoted innovation within teams. Yet, even these teams were not without management.<\/p>\n<p>Girard also heavily cites Linda Hill, author of Collective Genius and Professor of Business Administration at Harvard School of Business. One example provided by Hill highlights Bill Coughran, Google\u2019s former senior vice president of engineering \u2013 who \u201ccreated an environment where engineers could figure out on their own how to best address the company\u2019s massive storage challenges.\u201d Hill points out how Coughran \u201cnever tried to be the visionary, the expert, or the decisive \u2018I\u2019m\u2019 in charge [leader]\u2026Instead he asked difficult and probing questions during regular review meetings that helped frame issues and sharpen discussions.\u201d<\/p>\n<p>As Hutson observes, \u201cIncreasingly, companies are valuing diverse input and turning to flatter structures. But even companies that supposedly deplore the value of hierarchy have status and power differentials, formally or informally.\u201d Hutson quotes Cameron Anderson, a psychologist at Berkeley\u2019s Haas School of Business, who adds, \u201cIt\u2019s often useful to have at least one person who serves a role of leader even if that role is more of a coordinating function.\u201d<\/p>\n<p>It comes down to the fact that even creative teams <a href=\"https:\/\/www.commdiginews.com\/business-2\/managing-a-start-up-company-the-hard-part-7636\/\">need management of a different variety<\/a> \u2013 namely when it comes to human resources. They need an individual to oversee their professional development as a team, even if the team is otherwise loosely organized. Ultimately, we do need some sort of pecking order \u2013 even for a start-up, which if successful, will grow into a larger corporation. As Hutson says, we really just want to know \u201cwho\u2019s in charge around here?\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"<p>I run my business from home. At present my desk faces a half wall laced with a railing. There, from above, my three-year-old will frequently pops up to dutifully inspect my activity with the most serious of faces. Of course he has no idea what I\u2019m up to, but the routine inspections are like clockwork,&hellip;<\/p>\n","protected":false},"author":309,"featured_media":4034,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[2171],"tags":[],"class_list":["post-4033","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-beyond"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Taking Out the Middle Man: The Case Against Middle Management - in<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Taking Out the Middle Man: The Case Against Middle Management - in\" \/>\n<meta property=\"og:description\" content=\"I run my business from home. At present my desk faces a half wall laced with a railing. There, from above, my three-year-old will frequently pops up to dutifully inspect my activity with the most serious of faces. 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