Invisible epidemic (organizational under-management)

Citation

Tulgan, B. (2008), "Invisible epidemic (organizational under-management)", Human Resource Management International Digest, Vol. 16 No. 1. https://doi.org/10.1108/hrmid.2008.04416aad.011

Invisible epidemic (organizational under-management)

Invisible epidemic (organizational under-management)

Tulgan B. Business Strategy Review (UK), Autumn 2007, Vol. 18 No. 3, Start page: 56, No. of pages: 5

Purpose – To draw attention to the dangers of under-management and how they can be addressed. Design/methodology/approach – Describes under-management as the opposite of micromanagement. Observes that there is a widespread lack of daily guidance, direction, feedback and support for employees from those who are their immediate supervisors. Contrasts the idea of a growing population of self-managing knowledge workers with the realities of managing a high-maintenance workforce in a high-pressure workplace. Points out that of the increasing number of demands on managers mean that they are spending less time managing people. Adds that many new managers are promoted because they are “good at something”, rather than because they are good at managing people and that few receive effective management training. Identifies and discusses seven damaging managerial myths. Argues that true empowerment starts with proper guidance, direction and support and sets out eight “back to basics” steps to help managers provide their direct reports with the opportunity to succeed. Originality/value – Concludes that few organizations can operate successfully with a totally self-managed workforce and that managers need to focus more attention on effective people management.ISSN: 0955-6419Reference: 36AY602

Keywords: Management effectiveness, Management skills, Employee development