Who is the middle manager? Training, Role and Responsibilities

Management decisions made in the organization are almost the central link in the company's management. The main functions, ultimately, can be reduced to the preparation, adoption and implementation of decisions.

It should be noted that the head is the center of the administrative apparatus and the executive body responsible for the current activities of the entire enterprise.

Mid-level management activities

All activities in the company can be divided into two levels of leadership: senior management and work as a middle manager.

From the management activities in the middle management, that is, from the heads of departments and various departments of the company, the successful operation of the entire company ultimately depends.

General idea of ​​the essence

A mid-level manager is a person who is an intermediary between the top management of a company and lower levels. In turn, the mid-level manager prepares information for senior management, as well as communicates these decisions to lower-level employees in the form of specific tasks.

Thus, a mid-level manager is a director (head) of a subdivision (department, branch) of a company, which has several employees under its authority. Moreover, the number of employees in the subordination does not matter. There may be 2 people, and maybe 10.

The most typical positions of mid-level managers are as follows: department head (sales, sales), sales manager, branch director. The specifics of the activities within the post is determined by the essence of the unit and the characteristics of the organization itself.

Role

In the current crisis conditions, companies in Russia are trying to change, adapt in order to survive in difficult economic conditions. At the same time, a lot can change in an organization - from structure to spatial organization - in order to save. In such cases, the responsibility of the middle manager is the connecting role between the ideas of senior management and their implementation among performers. The mid-level manager should clearly and simply convey to his employees what the bosses want. Only in the case of the correct delivery of such information is the success of the company and its "survival" in the market possible.

The fundamental role of a mid-level manager is the effective management of his link (department) in the company, as well as bringing information and orders to his subordinates from senior management. He acts as a kind of conductor of ideas, goals, missions, tasks and plans to the executors from the authorities. The middle manager implements the strategic mission of the company in concrete practical actions.

However, this is possible only in the case of proper and timely training and advanced training of the boss.

Consider the role of a middle manager in a medical organization. Currently, for middle managers in the mentioned organizations, the main focus of their activities is an improved and high-quality provision of the treatment process. Therefore, the middle manager is a person who is obliged to have complete information about the potential of each of his employees, about their personal and role characteristics, preferences, interests, and career plans. Such information will allow him to assess the compliance of his employees with his position in a medical institution, which directly affects the effectiveness of the healing process.

Training and education

The task of any company to achieve its ultimate goals is, as a result, the availability of competent specialists through the organization of such a process as the training of middle managers.

If the middle manager does not manage to manage his subordinates, then the higher authorities will evaluate precisely his qualities and abilities, and, if necessary, will direct him to further training.

The training of middle managers, as a rule, includes the following blocks of knowledge:

• the acquisition and development of management skills (the ability to manage personnel, choose the right staff, timely motivate employees);
• communication skills training (ability to speak publicly, prevent conflicts, communicate effectively);
• improving personal qualities (psychological characteristics, the desire for personal growth and career development).

Primary requirements

The middle manager is a specialist who needs to have up to 400 skills. It is on them that the basic requirements for middle-level representatives are formed: the head of the organization, unit, management apparatus must have not only special, but also managerial training.

The manager must possess the following skills:

• lead people;
• plan and organize work;
• prepare, make management decisions and organize their implementation;
• attract subordinates to actively participate in the preparation of decisions in various areas of activity;
• monitor the progress of the implementation of decisions;
• correctly distribute responsibilities between his deputies, assistants and subordinates;
• to formulate and choose strategic directions of activity of the organization, management apparatuses and to focus their main attention on their solution;
• to study and correctly evaluate the results of public opinion research;
• to study and correctly evaluate the results of sociological research;
• Use the services of management consultants
• create a positive socio-psychological climate in the team;
• organize your work and the work of subordinates (organize workplaces, working conditions, learn advanced techniques for performing work, take into account and analyze the costs of working and non-working hours, plan your time, etc.);
• develop criteria and indicators for evaluating the work of subordinates.

The manager must possess the following management skills:

• analytical, which are the head’s ability to analyze information, understand the relationship between parts and the whole, establish relationships, identify both difficulties and opportunities, formulate conclusions for making decisions and making plans;
• administrative, they include skills in the collection, processing and analysis of information and the implementation of management functions on its basis;
• communicative, i.e., skills that are necessary for a correct understanding of others, effective interaction with them. One of the most important communication skills is the ability to communicate with people correctly;
• technical, that is, the ability to perform a specific work: for example, to train their subordinates in their duties and provide managers with information about problems that arise during the work.

Job responsibilities

Responsibilities of a mid-level manager:

• organization of the technology of the unit for which he is responsible;
• definition and optimization of the organizational structure of the unit;
• rational delegation of authority between employees of the unit;
• definition of the basic requirements for the posts;
• developing core job responsibilities;
• empowerment of subordinates;
• determination of the boundaries of responsibility among subordinates;
• rational organization of the workspace and place;
• determination of key performance indicators of the unit as a whole and each employee individually;
• the formation of a motivation system among subordinates;
• the organization of training subordinates, raising their qualifications;
• rational selection and selection of personnel for positions in the unit.

Effective Leadership Formula

The effective leadership formula is simple enough and is presented in the table below.

conclusions

Mid-level managers in companies today are the central link, as they perform an intermediary function between top management and executives "from below." At the same time, the productivity and efficiency of the whole process depends on how accurate and rational the work of the middle management will be.