|
|
This is only a preview of the paper
Click here to register and get the full text.
Existing members click here to login
|
|
|
A middle manager would have to be good at handling human relations. ... Subordinates, superiors and fellow middle-managers are part of a middle manager’s daily work routine. Facing diversity translates into problems and conflict with these people.
The first problem raised by middle managers is that they are often confused and restricted by company policy. ... A 1985 survey done by the then National Productivity Board found that as much as 47% of middle managers surveyed felt that the top management did not state policies clearly. Smith also noted that some middle managers found it difficult to deal with inflexible and inconsistent policies. Middle managers were also quick to fault the frequent changes in policies. The matter is worse when the lower echelons, including middle managers, are not clearly informed of these changes. Another common complaint blames policies for neglecting interests of middle managers and staff. ... One solution to this problem will be engaging, as much as possible, the middle managers or even staff in policy-making, in the form of staff feedback or open discussions during policy-drafting. This is because very often, staff and middle managers can preview certain setbacks and problems with proposals which top bosses cannot recognise in their “ivory towers”. ...
Different points of views also cause conflicts between bosses and middle management. ... This disturbs middle managers because details are often crucial to the big picture and may have long-term consequences.
Approximate Word count = 1164
Approximate Pages = 4.7
(250 words per page double spaced)
|
|
|
|
|
|