The role of the middle manager, which is an important relationship between senior leaders and Junior employees, has become the spotlight even when the organization is intentional with the form of new post-pandemic workplaces.
The middle layer, which pushed the organizational leadership pipe, was arrested between two extremes – from being used too much to risk redundancy.
With leaders directly connected with a lower level, maybe there is a reduced dependency in the middle layer? Experts are divided into this issue and believe that if the middle manager carries a fairly strong value for their role, they will continue to be the main link in organizational hierarchy.
Here’s how: middle managers break the vision of leaders who are usually greater than leaders into tasks that are easier to follow up to run by employees to help organizations meet the target.
But this layer faces the challenges of different types since the emergence of WFH / work-fromahaged culture.
Because they have several people who report to them, secondary manager’s skills have not been put into a test like that before.
Mohua Sengupta, Managing Director in Mashreq (Bangalore) and Remote Mashreq Working Campus (India, Egypt & Pakistan), said, “In the Pre-Pandemic Office environment, Hungdling brings a team closer and makes team management easier.
At this time, with energy Distributed work, all employee and hungdling involvement becomes virtual.
It requires more focus, time and capabilities in the middle manager section, involving the Danencourage of the Big Team Directly Virtual Report.
“Sengupta described the current situation as one that provides” training beds Great “for middle managers.
“While the organization still needs to support them with additional training on how to manage the workforce distributed in a challenging time, I hope that, a few years at the end of the road, we will have a much stronger series of senior managers, which are far more prepared.
For Facing the world, thanks to this pandemic, “said Sengupta.
Randstad held a workshop dedicated to the middle management layer on how to overcome the challenges of long-distance work systems.
Anjali Raghuvanshi, Head of Officer in Randstad India, said that even though the leaders are now connected directly with people through a digital city hall to flow vision, strategy and direction of the organization, lining managers play an important role in dealing with people directly and getting the role of work finished.
But the challenge is to ensure the target is fulfilled.
Although the circumstances are challenging, the target is rarely revised down.
This is a leightrope for line managers, especially when the organization also states that ‘no meeting day’ is sacred.
Middle managers are being trained to believe their team.
“When leaders talk about these things, middle managers get trust in the demonstration in the same way,” Raghuvansh said.
Anne Soumya, Director of HR, Adecco India, said the Mid Manager should not feel threatened and stripped of authority but learn to embrace the workforce that they can leverage to achieve results that have never been seen before.
“It is undeniable that this type of role is challenging because it requires to be an effective leader to direct proactive reports and supporters to top management.
Because organizational hierarchy becomes more flexible and virtual, multi-faceted middle managers will be increasingly becoming a channel to build relationships, involvement, and Better collaboration, “said Soumya.
SP Venkatesh, President Group – HR, RPG Group, said the organization would reshape themselves in the hierarchy.
“Even what is called a ‘senior’ role and leadership position will be affected.
The business model and the way we execute the interests of customers and all other stakeholders will be reorganized and, therefore, the role that will be needed must also be withdrawn,” he said.