artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
I find more and more articles in the daily, trade and scientific press about the fact that artificial intelligence will eventually replace humans in the role of manager. Admittedly, this is still received with disbelief even by the authors of these articles themselves, but their predictions are in line with what I have believed for several decades now. One such article is by Behzad Benam, who is the founder and CEO at SafeLine, a company that provides engineering services to
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Automating a manager’s job is one thing, but the other side of the coin is the skills human managers need to master to cope with this automation. A few years ago, Harvard Business Review surveyed 1,770 managers in 14 countries about what skills managers need to develop in an era of widespread use of artificial intelligence. Here’s what the results of that survey are. Area 1: boring and tedious managerial activities As the first area, managers listed activities and tasks
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Ontology is a word that comes from philosophy, but many scientific fields have borrowed ontology and established from it their first assumptions about the reality they study. The same is true for software to do anything in management, and more broadly in organizational reality. I will describe today, based on the literature, why ontology is so important. An ontology is a formal, predetermined description of phenomena in a given slice of reality, whose characteristics are describable by certain variables or
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A few days ago, in a blog post, I showed a robotic Nicholas Copernicus, who, if equipped with a sense of activities, could be your boss. Can you imagine having just such a boss – you walk into your manager’s office and there sits Nicholas Copernicus, as if he were alive. He’s talking to you about the previous week’s tasks, you’re planning the development of the project in the following months, until suddenly…. A teammate calls you and tells you
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In the previous post, I described how a measurement tool that records managerial activities works. Let me remind you – it measures successive states of resources (primary organizational terms) over time, which change due to processes (derivative organizational terms) initiated by the manager and his team. But the question arises: where to mount these measuring tools to capture what the manager is really doing? Laboratory conditions could only be used to a limited extent – the measurement error in relation
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