Description
Book SynopsisMiddle management is a term associated with relentless downsizing, corporate drudgery, and career dead-ends. Bashed by management gurus, dismissed by social scientists, and painted as victims by the media, middle managers seem permanently relegated to the sidelines of corporate power.
But is this popular picture accurate? Are middle managers really no longer valued by today''s performance-driven organizations?
The truth is surprising. MIT management scholar Paul Osterman has analyzed over thirty years'' worth of employment data, interviewed a wide sample of managers, and uncovered a very different picture of middle managers today. Not only have their numbers increased dramatically, but middle managers are wealthier, more productive, more autonomous--and they gain real pleasure from their day-to-day work.
But there''s another side to the story: while managers have maintained their commitment to their tasks and to their colleagues, they are increasingly cynical
Table of Contents
Chapter 1: What's Happened to Middle Managers? Chapter 2: The Shifting Context of Middle Management Chapter 3: What Do the Data Show? Chapter 4: The Work Chapter 5: Climbing the Ladder -- or Not Chapter 6: Loyalties Chapter 7: Middle Management About the Author
