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"'Middle manager' The term evokes a bygone industrial era in which managers functioned like cogs in a vast machine and bureaucracy ruled. In recent decades, midlevel managers became a favorite target for the chopping block-underappreciated, often considered a superfluous layer of the organization. This view is so widespread that it has seeped into the identity of the managers themselves. Not only does this outdated perspective need to change, the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of what middle managers can and must be able to do. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy-enabling them to guide organizations through the current period of rapid and complex change, as well as help to shape the new world of work. The authors compellingly articulate this profound shift in the workplace, showing how: As the war for talent escalates, managers are an organization's first line of defense, requiring strong people skills to attract and retain the best talent; middle managers possess the granular knowledge and perspective necessary to lead the realignments resulting from digital disruption; managers must shift from merely enforcing rules to challenging them, serving as the critical stopgap for rules that are ineffective or obsolete; and crucially, good managers must not be promoted out of their jobs; instead, their title and compensation should reflect their high value and allow them to advance within their roles. With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization"--

Middle managers. --- Industrial management. --- Success in business.

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"'Middle manager' The term evokes a bygone industrial era in which managers functioned like cogs in a vast machine and bureaucracy ruled. In recent decades, midlevel managers became a favorite target for the chopping block-underappreciated, often considered a superfluous layer of the organization. This view is so widespread that it has seeped into the identity of the managers themselves. Not only does this outdated perspective need to change, the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of what middle managers can and must be able to do. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy-enabling them to guide organizations through the current period of rapid and complex change, as well as help to shape the new world of work. The authors compellingly articulate this profound shift in the workplace, showing how: As the war for talent escalates, managers are an organization's first line of defense, requiring strong people skills to attract and retain the best talent; middle managers possess the granular knowledge and perspective necessary to lead the realignments resulting from digital disruption; managers must shift from merely enforcing rules to challenging them, serving as the critical stopgap for rules that are ineffective or obsolete; and crucially, good managers must not be promoted out of their jobs; instead, their title and compensation should reflect their high value and allow them to advance within their roles. With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization"--

Industrial management --- Middle managers --- Success in business

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This collection sheds light on local government and public administration by providing insights from city managers across Canada.

City managers --- Municipal government by city manager --- Municipal government --- cities. --- city managers. --- elections. --- intergovernmental relations. --- local government. --- municipalities. --- public administration. --- public servants. --- staff relations. --- strategic planning. --- workforce diversity.

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Devant un contexte organisationnel qui ne cesse d’évoluer, des périodes de stabilité qui deviennent inexistantes, un travail quotidien qui s’amplifie, les managers sont de plus en plus sous pression. 
L’image traditionnelle du responsable de service se voit ainsi soumise à de réels bouleversements, rendant sa position plus exigeante qu’auparavant et induisant de nouvelles attentes à son égard ainsi qu’une pression non négligeable.
Qu’ils soient issus du domaine privé ou public, industriel ou social, les concepts d’efficacité, de qualité et d’efficience font à présent partie du référentiel (Pichault et Schoenaers, 2012) avec lequel les managers doivent composer. La notion de performance organisationnelle n’est plus seulement la préoccupation du top management mais pénètre tous les niveaux hiérarchiques. Par conséquent, une situation de malaise caractérise de plus en plus le quotidien des managers au sein de la littérature. 
Parmi les managers, les managers de proximité occupent une position définie comme « le lien final entre la hiérarchie et les opérationnels » (Autissier et Vandangeon-Derumez, 2007). Ils sont, entre autres, le premier niveau hiérarchique des employés mais également le relais du top management. Cette position, bien que clé, entraine des pressions doubles, qui sont donc autant descendantes, qu’ascendantes (Pichault et al., 2012). En investiguant la littérature, le classique « entre le marteau et l’enclume » ne représente pourtant pas la seule tension vécue par ces managers. Les auteurs s’accordent sur un manque d’identité professionnelle, un manque de reconnaissance et de soutien, une déconnection avec la hiérarchie, une intensification de la charge de travail, … 
Pourtant, Codo et Soparnot (2014) indiquent que leur engagement dans le travail représente un levier essentiel dans les organisations. Pourquoi leur engagement est-il si important ? Devant un quotidien décrit comme sous tension, l’engagement organisationnel pourrait donc représenter une réponse à cette fidélité des managers.
En effet, défini comme le lien qui unit un individu à son organisation (Mathieu et Zajac, 1990), il semble que l’engagement organisationnel représente un certain nombre d’enjeux importants au sein des organisations contemporaines. Kahia et Chaher (2023) vont jusqu’à le considérer comme « la pierre angulaire de toute politique de rétention des employés » ou encore de « concept extrêmement prometteur » selon Cropanzano et Mitchell (2005). Bien que ce concept ne soit pas récent, l’engagement organisationnel a donc bien le vent en poupe ces dernières années de par les bénéfices qu’il semble engendrer. Dans le modèle de Meyer et Allen (1991) auquel nous nous rapporterons dans cette recherche, nous verrons que l’engagement est multidimensionnel dans ses formes. L’individu éprouvant un engagement continu, restera dans l’organisation car il y est contraint ; l’individu normativement engagé, restera quant à lui car il en ressent l’obligation tandis que l’individu développant un engagement affectif, y restera car il le désire (Bentein et al.,2000). Au travers de cette étude de cas, nous avons cherché à savoir quels étaient les déterminants de l’engagement des managers envers leur organisation et ce, malgré les difficultés auxquelles ils sont confrontés dans leur quotidien.

Managers --- Manager de proximité --- Engagement organisationnel --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations

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This book responds to surmounting concerns of global audiences and human centered scholars, practitioners and students searching for answers to better and objectively understand the effects of unprecedented covid-19 pandemic disruptions and ongoing crises, affecting the wellbeing of people and workplaces since 2019.

Management --- Executives --- Humanism. --- Philosophy --- Classical education --- Classical philology --- Philosophical anthropology --- Renaissance --- Business executives --- Company officers --- Corporate officers --- Corporation executives --- Managers --- Administration --- Industrial relations --- Organization --- Social aspects --- Study and teaching. --- Education.