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

N2Growth Blog

OCTOBER 25, 2016

their personal span of control) and the organization’s existing “ways of doing business” These approaches produce plans that have blinders on. Management teams want automated and integrated techniques that enable analytics and scenario testing.

Strategy 150

Strategy Strategic Planning Span of Control Hedge 150

Skip Prichard

JULY 19, 2021

Whether you are new to studying leadership or have practiced and studied it for many years, I am sure you will benefit and enjoy the leadership lessons today’s post provides. One of your first leadership lessons is “A subordinate’s trust in their leader is the most important factor in the success of any organization.”

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Leadership Crisis Learning-by-Doing Team 137

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

HR Digest

AUGUST 18, 2023

HR’s Unique Contributions to Business Success To truly unlock the potential of HR value delivery, HR professionals must focus on three key areas: talent, organization, and leadership. HR professionals should engage leadership teams in defining and embedding these organization capabilities.

Organization 96

Organization Power Span of Control SWOT 96

Harvard Business Review

SEPTEMBER 25, 2012

Although it may be counter-intuitive, one of the most powerful changes you can make in your organization is to increase spans of control — a simple shift that can liberate employees, streamline the hierarchy, simplify processes, and reduce costs. In short, today the manager's job is more about leadership than control.

Report 16

Report Span of Control Welch Cost 16

Harvard Business Review

MAY 28, 2013

Over the past several years we have heard hundreds of managers talk about the negative impact of complexity on both productivity and workplace morale. In fact, the Catch-22 of complexity is that most managers don''t feel that they have the time to focus on it: Having the problem precludes the ability to solve it.

Organization 14

Organization Strategy Span of Control Morale 14

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 10

Span of Control Long-term Short-term Career 10

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 15

Power Span of Control Senge Media 15

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

JULY 19, 2017

They have to decide where to adopt agile principles and mindsets, where to use agile problem-solving methodologies to dynamically address strategic and organizational challenges, and where to more formally deploy the full agile model, including self-managed teams. Senior leadership teams that embrace agile do a few things differently.

Agility 9

Agility White Paper How To Metrics 9

Harvard Business Review

FEBRUARY 9, 2017

In traditional hierarchical organizations, managers direct the work of subordinates and thereby ensure alignment with broader organizational goals. Spans of control are limited to a reasonable number — typically eight people or fewer — so that managers can effectively oversee their subordinates’ efforts.

Agility 8

Agility Innovation Span of Control Objective 8

Harvard Business Review

SEPTEMBER 8, 2017

” In contrast, the CEO explained the leadership changes as necessary to “respond to the fast-changing needs” of customers, employees and partners and to “transform our business for the future.” Most marketers recognize that marketing is much more than running campaigns and managing brand identity.

CEO 9

CEO Marketing Span of Control Sports 9

Harvard Business Review

FEBRUARY 26, 2016

Change the dialogue in the senior leadership team to focus on the end-to-end customer experience. CEOs cannot manage their silos via hub-and-spoke and expect digital expertise to be properly incorporated in key decisions. Balancing the short-term and long-term is a dynamic leadership challenge. Tom Watson, Jr. Cut layers.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

MARCH 23, 2017

Not surprisingly, this visual distinctiveness has come to symbolize magnificence, immortality, and stature — attributes typically associated with strong, stable leadership. Leadership Institutes , conferences, and management gurus reference the mighty banyan in their teachings.

Span of Control 15

Span of Control Bond Fashion Influence 15