Is there still a place for managers in the new workplace?

For many years business leaders have been trying to “flatten the pyramid”. However, for most firms, the business structure is still hierarchical, a pyramid with a broad base made up of most of the workforce, which gradually tapers to a narrow peak of top managers and executives.

Some businesses have tried to eliminate manager roles from their structure. These are achieved by creating self-managing teams who set their priorities and responsibilities to deliver the output the job requires.

However, some management experts and employees argue that this approach often results in unintended consequences that exacerbate the situation.

Depending on self-managed teams sounds interesting, and staff autonomy with accountability and responsibility, where prioritising takes place closest to the front line, is an attractive thought. However, it would depend on a strong culture of trust, motivation, and alignment with the company's values, purposes, and objectives.

There are organisations that have tried it and are happy with what they have achieved, but there are others who found the drawbacks outweighed the benefits and re-established a more traditional structure. People often quote, "It worked - until it didn't!" ”

Staff initially welcomed it, but soon began to harbour doubts. Self-managed teams are fine if there are common attitudes amongst the team, but if there are problems, they look for someone to turn to for resolution of disagreements or conflicts.

So, what do employees lose if they have a management-free environment?

Feedback from staff was that they need to know who’s in charge. They want someone to turn to for help, guidance, support, and advice. They see management roles as providing career progression opportunities. They need to have someone to step in if others in the self-managing group go rogue or take advantage of them. In essence, they see good managers as coaches or mentors.

Now clearly not all managers are good, and like anyone, they need training to ensure good performance. Taking out managers from the structure is at risk of throwing the ‘baby out with the bathwater’. Management is better with coaching and mentoring, rather than old-fashioned ‘command and control’, but the work outputs need to be managed as well as the people. You can’t have business success without a happy and motivated workforce. Placing too much emphasis on the people aspects can lead to ‘country club’ management, while excessive focus on results may create a toxic environment that results in staff dissatisfaction, low productivity, and high labour turnover.

It looks like both employers and employees need good managers in their structure, and maybe the role of manager is essential but needs to be trained and supported if it is to be valued by workers and bosses alike.

It should come as no surprise that bad managers are bad and good managers are good!

Many staff surveys rate managers as good and an essential support. Obviously, there are poor and even dreadful managers. These poor-performing managers need to be helped to improve or replaced, but to tarnish the role of managers is inaccurate and a mistake.

Steve Jobs, of Apple fame, said: "Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could."

Simon Sinek, English-born American author and inspirational speaker on business leadership, is quoted as saying, “Corporate culture matters. How management chooses to treat its people impacts everything, for better or for worse."

Ian Garner

Ian Garner is a retired Fellow of the Chartered Management Institute (FCMI) and the Institute of Directors (FIoD).

Ian is a board member of Maggie’s Yorkshire. Maggie’s provides emotional and practical cancer support and information in centres across the UK and online, with their centre in Leeds based at St James’s Hospital.

He is the founder and director of Practical Solutions Management, a strategic consulting practice, and is skilled in developing strategy and providing strategic direction, specialising in business growth and leadership.