A Survival Kit

Failing to develop the ability to purge work and delegate can limit a middle manager's career progress.

- Professor John Colley

In an increasingly complex world, the middle manager has to bear the main burden of change as technology development accelerates, and organisations introduce more complex structures. They are sandwiched between senior management perceiving their role as instigating new initiatives and driving strategic change, and the workforce who not always willingly have to bear the consequences of these initiatives. Middle managers have the job of making change happen whilst ensuring that the organisation continues to function effectively. How can middle managers survive and progress their careers whilst faced with such daunting pressures often with little help from their senior managers?

As business complexity increases with diversification and internationalisation, complex organisational structures typically of matrix design are frequently introduced. The objective is to ensure that horizontal communication occurs across the business together with the dissemination of best practice. Traditional structures normally involve strong vertical lines of authority whereby people respond to only one manager. Whilst creating clarity, accountability, and responsibility this does allow for the development of silos and ‘little kingdoms’ with their own objectives, culture, and degrees of insularity. ‘Matrix’ type organisational structures are introduced to allow much greater communication, cooperation, integration, and standardisation across the business. This provides a framework for innovation and lower costs. New product rollouts can be accelerated and learning disseminated across the organisation.

Matrix structures change the game for middle managers