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

LDRLB

AUGUST 8, 2012

For the past few decades, the business press and management consultants have pushed for large organizations to flatten their structure. Flattening usually refers taking two actions to change organizational structure – removing layers of middle management while widening the span of control for the managers that are left.

Decentralization 141

Decentralization Span of Control Middle Management Morale 141

Harvard Business Review

SEPTEMBER 23, 2015

You’ve taken the leap from front-line individual contributor to professional manager. According to a new study, middle managers are the most likely people in an organization to suffer from depression. The researchers then segmented those individuals into four categories: owners, managers, supervisors, and workers.

Middle Management 8

Middle Management Management Span of Control Sample 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