Embedded in two worlds: The university academic manager’s work, identity and social relations

The university academic manager (AM) or head of school/department is typically positioned in a hierarchical world: as a middle manager ‘sandwiched’ between senior management and subordinates. I propose a different framing: the AM cohabits two worlds, the worlds of hierarchy and collegiality respectively. Using an ideal type framework and data based mainly on interviews with 20 AMs, I examine AMs’ tasks, identity and social relations, showing that AMs adopt a dual work identity that is associated with the ‘two worlds’ imagery which explains their orientation towards their tasks and social relations. This interpretation enables a deeper understanding of how AMs enact their role and encourages dialogue about the future of middle-level university management.

Leading from the middle: how team leaders implement lean success factors

Purpose There is compelling evidence that demonstrates that organisations are failing to reap the full benefits of lean initiatives. While much work has been conducted on what factors are critical to the success of lean initiatives, there is a dearth of empirical evidence relating to whether team leaders implement critical success factors (CSFs) in practice. Therefore, this study aims to explore the extent to which functional team leaders implement lean practices focussing on the role of leadership, empowerment and culture. Design/methodology/approach The research analysed team leaders in a single-site manufacturing organisation. A state-of-the-art analysis was conducted to isolate relevant themes and an instrument was developed to capture data. Empirical data was collected and analysed from 34 team leaders in engineering, quality and manufacturing. Findings The study found that while many good managerial practices to support lean is implemented, there remain significant challenges relating to cultural issues which must be addressed. The findings illuminate a latent gap in commitment and communication from senior management, as well as an underlying discrepancy in time and resource allocation. Originality/value The study’s findings provide new knowledge concerning the extent to which CSFs are implemented by functional team leaders in a real-world environment. The enquiry makes a valuable departure from previous research that focusses on leadership at a senior and middle manager level. It bridges the gap between academia and practice and provides tangible and concise results to management on how CSFs relating to leadership, empowerment and culture impact team leaders to drive lean methodologies.

Application of Game Theory in Middle-Management: A Military Historical Study of the Role of the Middle-Manager as a Correlated Equilibrium Factor in the Decision-Making Process

The role of the manager, defined by innumerable scientific publications, is only rarely seen through the prism of game theory and its notions of equilibrium allowing decision-makers to optimize situations. The role of the middle-manager, mindful of the human factor and respectful toward his mission shall lead to a virtuous balance, can be defined in game theory as a correlated equilibrium in the sense of the game theorist Robert Aumann. Indeed, this kind of equilibrium goes further than the Nash equilibrium by introducing the notion of a common game and an intermediary embedded in the decision-making process and getting the strategy from his superiors to translate it to his subordinated staff. We use two military historical illustrations to illustrate this concept: the case of the Auftragstaktik refers to Sherman's "march to the sea" while the study of Lee's defeat at Gettysburg refers to the necessity of having capable subordinated staff to maximize an outcome. Throughout this study, we show and formalize the essential role of the middle-manager in the elaboration of effective decisions and processes.

Exploring leadership factors creating employee engagement or disengagement across job grade categories at a public higher education institution in South Africa

Ongoing difficulties in promoting employee commitment confront the domain of higher education, hence, the importance of staff to help achieve institutional goals grows. For this to happen, employee engagement is key. This paper examined the issues of engagement or disengagement amongst employees, including job grades and the factors influencing this, at Durban University of Technology, South Africa. It adopted a quantitative and qualitative method of inquiry. The quantitative data collection targeted 420 employees utilizing questionnaires and obtained a response rate of 312 (74%). The qualitative aspect involved interviewing 12 out of 18 leadership personnel, giving a response rate of 67%. Also, descriptive and inferential analysis was used. Internal employee engagement demonstrated a significant difference across job level categories, F (4, 307) = 4.012, p = 0.003. There is also a significant difference in agreement mean score, which is lower for lecturer grade level (M = 2.5257, SD = 1.08359) than middle manager grade level (M = 3.2909, SD = 0.82396), showing that lecturer grade level is more engaged as compared to the middle manager level reflecting that the this level is not as engaged as it should be. Obtained qualitative results showed that there was minimal employee engagement. Overall, there was more employee disengagement than engagement at the institution, leading to employee stress, increased employee turnover, and minimal employee productivity. This can, in turn, affect institutional productivity. However, leadership viewed employee engagement as important and something to be further developed.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Middle manager capabilities and organisational performance: the mediating effect of organisational capacity for change

PurposeThis study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.Design/methodology/approachThe proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.FindingsThe findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.Originality/valueThe authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.