Sabine-Inken SCHMIDT PTSTA O
Field of audience: O

Language: English
Level of audience: All

Companies differentiate themselves through their Operational Model, which can be for example hierarchical, geographically dispersed, matrixed or self-organised. The design of the Operating Model decides the so-called “Span of Control” and has direct influence on the role and responsibilities of Middle Managers or Non-Executive Managers, as they are called mostly today.  In our workshop we will look at larger, often international companies, which are shareholder driven and win orientated.

The reputation of Middle Management swings between banal bureaucrats and unsung heroes of daily office life. Roughly 80% of all Managers had never any formal training or coaching in their profession. The generation born after 1997, the so-called Gen Z, have no intent to take any managerial role, quoting that they are not willing to sacrifice their mental health and life in this squeezed role.

So current management idea is to cut out the Middle Management and increase the span of control by self-organised teams. Worldwide larger amounts of Middle Management are made redundant or are announced to be cut out organisationally. The basis is the idea of Humanocracy, which sits between the traditional hierarchy and ideas of new work adapted for larger organisations. Together we will look at the shift of real and perceived power and accountability for efficiency in organisations.

What you get out of this workshop is an idea what analysis on your part might be useful if you want to work with or within larger organisations. Also you might get an idea why the concepts of New Work are not as adaptable for existing larger organisations and why the ideas of Humanocracy are so attractive, but also you will be able to speak about with the ethical view on complexity of a model which should not be the proverbial bed of Procrustean.