In his recent article, Building a better Hierarchy: why middle managers matter, Rick, author of Flip Chart Fairy Tales, provides an in-depth look at why managers matter to organisations. It is a really good, well-referenced, read.
In it, Rick quotes from a piece in Management Today, Why middle managers matter more than ever, that states . . .
Most businesses spend less on training their managers than they do on the office furniture and PC they give them to work with.
Read both pieces and you get the point that managers are a necessary and positive part of the organisation and organisational design. However, that does not make managers good at what they do. Take this piece from the Chartered Institute of Personnel and development which asserts the ‘quality of UK management has failed to improve in more than a decade’.
So, back to the assertion that organisations spend less on management development than the office furniture. There will be many reasons for this - it hasn’t worked well in the past, it isn’t recognised for what it is (an organisational performance enhancer) or managers get bogged down in admin, not managing. But is this the case in your organisation? And how do you approach management development?
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