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
…show more content…
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
…show more content…
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
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.
Responsible to the University President for the overall administration and management of the university intercollegiate athletics program; and performing other related duties as assigned.
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.
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
Sternberg, R. J. (2013). Perspectives: Leadership Styles for Academic Administrators: What Works When?. Change: The Magazine of Higher Learning, 45(5), 24-27.
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...
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.
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.
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.
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).
During the 1980s and 1990s, in our increasingly global marketplace, downsizing and re-engineering became a common practice in business, eliminating much of the need for middle managers, cutting costs, speeding up decisions, and flattening organizational hierarchies worldwide. Middle managers began to be seen as unnecessary costs, easily replaced by displacing responsibility downward to their subordinates, and uncooperative, even having a negative impact on change.
In every institution the type of leadership style is important for a successful environment. In order to establish a successful school environment to compete globally, the leader should comprehend the basic leadership theories and styles (Glickman et al., 2010). The cultures at schools are important to the success of the students and overall of the school, but also can be very difficult to establish and maintain without the proper leadership knowledge (Waite, 1995). In United States many schools could be place in the categories of conventional, congenial, or collegial, because the strategies used for their leadership (Glickman et al., 2010).The chosen school could be classified according to different criteria and could be determine in which area their leadership pertains more. In order to analyzed and classify the leadership, it was imperative to observed the way the leader make decisions, the approached with the stakeholders, how the instruction is delivered, and how they realized their job (Marshall, 2005). In this analysis will be identify the category that this school will be, the school climate, the type of supervision and leadership.
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.
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.
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