Published by:
MIT Sloan School of Management
Length: 12 pages
Abstract
How well do upper-level managers manage their own managers? Not very well, argue Longenecker and Gioia, after interviewing 261 managers in eighteen organizations. These people felt they needed more guidance, clearer feedback, more carefully established goals, more discussion of their management styles, and more useful performance appraisals, among other things. At a time when many companies are eliminating whole layers of management, and careers are derailed for mediocre performance, managers are understandably anxious about how to improve their performance, and whether anyone''s noticing when they do. The authors describe ten myths of managing managers and provide senior managers with a list of ten recommendations for changing their behavior and, ultimately, improving their organization''s overall performance.
About
Abstract
How well do upper-level managers manage their own managers? Not very well, argue Longenecker and Gioia, after interviewing 261 managers in eighteen organizations. These people felt they needed more guidance, clearer feedback, more carefully established goals, more discussion of their management styles, and more useful performance appraisals, among other things. At a time when many companies are eliminating whole layers of management, and careers are derailed for mediocre performance, managers are understandably anxious about how to improve their performance, and whether anyone''s noticing when they do. The authors describe ten myths of managing managers and provide senior managers with a list of ten recommendations for changing their behavior and, ultimately, improving their organization''s overall performance.