Chartered Management Institute

MAY 3, 2023

Managers no longer simply pass orders down the hierarchy and pass information back up it. Instead, they have to make things happen through other departments which have different agendas, different priorities and needs, and are competing for the same limited pot of management time, support, budget and promotions.

Middle Management 64

Middle Management Information Influence Strategy 64

N2Growth Blog

OCTOBER 25, 2016

Have you reduced your planning process to a once per year, budgeting exercise? their personal span of control) and the organization’s existing “ways of doing business” These approaches produce plans that have blinders on. Are your strategic planning practices flat and uninspired?

Strategy 150

Strategy Strategic Planning Span of Control Hedge 150

Harvard Business Review

APRIL 1, 2014

A healthcare industry sales executive recently told us that as part of a continued effort to cut costs, her company had reduced the number of first-line sales managers from 66 down to 30 over a period of several years. The average span of control for U.S. Managers may micromanage their people. People management.

Span of Control 8

Span of Control Company Merchandising Management 8

Harvard Business Review

DECEMBER 23, 2016

This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. Educate leaders on how and why to optimize a blended workforce.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

AUGUST 19, 2013

During his entire career, he worked in his father''s span of control, reporting directly to his dad within six years of joining the business. Has he reported within his parent''s span of control for most/all of his career? Coddled individual: You need to get outside of your parent''s span of control.

Span of Control 8

Span of Control Long-term Short-term Career 8

Harvard Business Review

DECEMBER 14, 2012

Middle managers are worrying if they are still needed. Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities.

Power 14

Power Span of Control Senge Media 14

Harvard Business Review

SEPTEMBER 5, 2016

million managers, first-line supervisors, and administrators in the American workforce in 2014. That works out to one manager and administrator for every 4.7 Overall, managers and administrators made up 17.6% Overall, managers and administrators made up 17.6% Bureau of Labor Statistics, there were 23.8 of the U.S.

Cost 8

Cost Bureaucracy GDP Management 8