ON THE FRONTLINE: THE MIDDLE MANAGER

(Part 2 out of 3)

Management Types: from Synthesizer to Communicator

From this we can perhaps glean that the middle manager’s role is multifarious. However, as with any stratum of the professional world – particularly management – different people work in different ways. Based on literature in the area, Dr Christodoulou identifies several widely accepted management types in the realm of the middle manager.

Synthesizer

The main role of this management type is to collect information from all the possible sources, to process and impart them with a practical and strategic meaning within the company’s vision, and to present them in a way which prepares the field for any following proposals directed towards to the top management.

Facilitator

This facilitator has to gather knowledge and information gleaned from their experiences and interfuse it through the whole organization; a matter of organizational learning. This management type has to support his or her subordinates during difficult personal and professional periods. Finally, the facilitator has to fight against inertia by creating a climate that favors experimentation along with the development of new ideas.

Implementer

The role of the implementer is to turn the indefinite goals of top managements’ business strategies into specific action plans that are more easily understood by the lower hierarchical levels of the organizations. Clearly, this creates some scope for creativity in interpretation, depending on the formality of processes.

Champion

The champion promotes strategic options upwards, and detects potential and capability inside the organization. These tasks are often non-official, although there are many examples where such actions have been the catalyst behind important changes or innovations, so this management type – focused on ensuring others don’t get overlooked – should not be overlooked themselves!

Communicator

The communicator is responsible for the morality and psychology of their subordinates, with the goal of making them feel safe – almost akin to a therapist. They convey requests upwards and communicate with cooperators at all levels of the hierarchy.

In his research with Professor Vassilis Papadakis, Christodoulou came to understand that these roles varied under different contexts. “For example, in Greece's turbulent environment and financial crises another role seemed to emerge – the ‘strategic baladeur'; a completely differentiated role, emerging in response to contemporary corporate and market needs. The behavior of this management type is multitasking and adaptive according to necessity.”

Fuente: QS TOP MBA

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