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010			_a 2022060240
020			_a9781647824853
040			_aMH/DLC _beng _erda _cDLC _dDLC
042			_apcc
050	0	0	_aHD38.24 _b.S45 2023
082			_a658.43 _223/eng/20230327 _bSCH-P
100			_aSchaninger, Bill
245			_aPower to the middle : _bwhy managers hold the keys to the future of work _cby Bill Schaninger, Bryan Hancock, and Emily Field
260			_aBoston : _bHarvard Business Review Press, _c©2023
300			_aviii, 248 p. : _bill. : _c25 cm.
504			_aThis book includes an index.
505			_tPart I : Wasting our most valuable players _t1 Why managers are so frustrated _t2 A look at the forces that got us here _tPart II : Putting middle managers at the center _t3 The case for staying in the middle _t4 The great rebundling _t5 Winning the twenty-first century war for the talent _t6 Melding performance and purpose _t7 At the center of problem-solving _t8 Taking the lead on talent management _t9 Connecting the work to the people _tConclusion: the success of managers starts with senior leaders
520			_a"'Middle manager' The term evokes a bygone industrial era in which managers functioned like cogs in a vast machine and bureaucracy ruled. In recent decades, midlevel managers became a favorite target for the chopping block-underappreciated, often considered a superfluous layer of the organization. This view is so widespread that it has seeped into the identity of the managers themselves. Not only does this outdated perspective need to change, the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of what middle managers can and must be able to do. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy-enabling them to guide organizations through the current period of rapid and complex change, as well as help to shape the new world of work. The authors compellingly articulate this profound shift in the workplace, showing how: As the war for talent escalates, managers are an organization's first line of defense, requiring strong people skills to attract and retain the best talent; middle managers possess the granular knowledge and perspective necessary to lead the realignments resulting from digital disruption; managers must shift from merely enforcing rules to challenging them, serving as the critical stopgap for rules that are ineffective or obsolete; and crucially, good managers must not be promoted out of their jobs; instead, their title and compensation should reflect their high value and allow them to advance within their roles. With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization"--
650		0	_aMiddle managers.
650		0	_aIndustrial management.
650		0	_aSuccess in business.
700			_aHancock, Bryan
700			_aField, Emily
776	0	8	_iOnline version: _aSchaninger, Bill. _tPower to the middle _dBrighton : Harvard Business Review Press, 2023 _z9781647824860 _w(DLC) 2022060241
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