Rethinking the Manager’s Role

Technology will not render managers obsolete — but they will need to be more skilled than ever before.

Reading Time: 4 min 

Topics

Frontiers

An MIT SMR initiative exploring how technology is reshaping the practice of management.
See All Articles in This Section
Buy
Already a member?
Not a member?
Sign up today
Member
Free

5 Free Articles per month, $6.95/article thereafter. Free newsletter.

Subscribe
$75/Year

Unlimited digital content, quaterly magazine, free newsletter, entire archive.

Sign me up

Editor’s Note: This article is one of a special series of 14 commissioned essays MIT Sloan Management Review is publishing to celebrate the launch of our new Frontiers initiative. Each essay gives the author’s response to this question:

“Within the next five years, how will technology change the practice of management in a way we have not yet witnessed?”

I’ve been thinking about technology and management for over a decade. In the process, I have written two books describing some of the ways that the practice of management will respond to rapid technological innovations. Looking back, I made four predictions about management and technology.

First, it was clear to me that the manager’s role as a coordinator of work would come under increasing pressure. Constant improvements in robotics and machine learning, in conjunction with the automation of routine tasks, make management a more unclear practice. What is a manager, and what is it that managers do? Are we witnessing the end of management?

Next, I could see an inevitable shift in which a parent-to-child way of looking at the relationship between the manager and his or her team would be questioned and ultimately superseded by an adult-to-adult form. The nexus of this more adult relationship concerns how commitments are made and how information is shared. When technology enables many people to have more information about themselves and others, it’s easier to take a clear and more mature view of the workplace. Self-assessment tools, particularly those that enable people to diagnose what they do and how they do it, can help employees pinpoint their own productivity issues. They have less need for the watchful eyes of a manager.

Third, it seemed to me obvious that technology would tip the axis of power from the vertical to the horizontal. Why learn from a manager when peer-to-peer feedback and learning can create stronger lateral forms of coaching? Moreover, technology-enabled social networking is capable of creating robust and realistic maps of influence and power — so no more hiding behind fancy job titles.

Finally, the rise of platform-based businesses such as Uber Technologies Inc. has everyone excited about platforms and how they can create a fertile arena for new businesses to be built while also acting as a conduit for flexible ways of working.

Read the Full Article

Topics

Frontiers

An MIT SMR initiative exploring how technology is reshaping the practice of management.
See All Articles in This Section

Reprint #:

58105

More Like This

Add a comment

You must to post a comment.

First time here? Sign up for a free account: Comment on articles and get access to many more articles.

Comments (3)
Knowledge Elisha
Thank you Martina Wahr for your insights and I would like to add that as management moves more towards the leader then team members moves more and more towards management- however managing self. This implies that pressure is on the individual team member to manage themselves in light of team and also organisational goals. This then causes the situation described by Lynda Gratton of "a communicating, collaborating and self educating workforce, distributed around the globe".
mekailahmed16
Thanks for your opinion @ 
I will give my feedback after reading this article fully.
Martina Wahr
I agree on the change of the management role, this change is taking place since the last 5 years. For me it is a little similar to the industrial revolution, now we are in the digital transformation: new capabilities impose new behavior and attitude. What you describe: a communicating, collaborating and self educating workforce, distributed around the globe; I would see that these teams require most a joint vision. Additional somebody to foster  the excitement and motivation to actively contribute to joint success. Boundaries are set by SMART objectives. The management more and more moves towards the leader, empowering the people, enable an environment where collaboration can take place and in parallel the ideas are taken to implementation. As at the end it is all about financial success of the company. I could see that what is happening now can be classified as forced transformational change. Now the people that previous has set up change initiatives is asked to lead their own change.