The case for middle management

Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 10

Bayless D.APICS – The Performance Advantage (USA), May/June 2008, Vol. 18 No. 4, Start page: 36, No. of pages: 4

Purpose – Advocates use of middle managers in manufacturing planning operations. Design/methodology/approach – Believes that many planning managers act as planning directors with strategic responsibilities, contends that they are often occupied with day-to-day issues and do not give sufficient attention to strategic issues, and suggests that in flattened organizations senior managers are drawn into tactical management that could be handled by middle management, giving an example where the cost of a middle manager can be re-couped by strategic change in a supply chain. Depicts a typical planning organization with planners and support functions reporting directly to a planning manager, proposes dividing the organization into two teams, with two planners promoted to team leader who become the planning manager’s direct reports, submits this arrangement would allow the manager to focus on strategy,and lists five strategic opportunities for middle managers that include determining where cost savings can be made in supply chains, identifying high priority opportunities, initiating strategic projects, estimating necessary resources, creating “middle-manager” positions for professionals who will address tactical issues, and allocating necessary resources. Originality/value – Warns that middle management positions should be used sparingly.Article type: General reviewISSN: 1056-0017Reference: 38AK500

Keywords: Corporate strategy, Middle managers, Production planning, Supply chain management