artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
Increasingly in the media there are analyses of how automation will affect our lives, which professions will continue to exist, and which will be replaced by robots or algorithms, if doing a given job does not require the physical form of a human, a machine moving or waving lifts. I watch the results of such analyses with increasing surprise, because the professions given there have been constantly the same for almost twenty years. However, now I have found an exception!
Continue reading
In a previous post, I wrote about how trust should be understood and that it is related to the uncertainty of the actions of humans, not machines. However, we colloquially use the term trust in machines and in artificial intelligence as well, which is why KPMG and the Univertsity of Queensland conduct an annual survey on people’s trust in AI. What results can be found in the latest available survey from 2021? The authors of the survey highlight four key
Continue reading
Management styles are the third theoretical concept that researchers and practitioners have tried to depict the work of a manager. On the one hand, the idea coincides with the intuition we use when we think of our own boss – either he has an autocratic or participative style. But again – what does it give us when we want to design a robot manager to manage a specific project? It doesn’t give us anything. Knowing about a single person, what
Continue reading
What about managerial roles? This way of looking at managerial work has also been very popular for years. Many researchers have used this perspective, as Mintzberg’s roles offer great potential for learning what a manager should do. However, they still don’t provide answers to what he or she actually does, so they are not directly suitable for automating a manager’s work. How important the different managerial roles are is shown in this short excerpt from an interview with Steve Jobs.
Continue reading
As I have shown in previous posts, managerial skills have become one of the dominant approaches to representing managerial work in research since 1967. This has done little to understand what a manager actually does. Why? Well, if we learn what skills a particular manager or group of managers had in a given situation, we will only get an answer to the question of what they were able to do, but we will not know what they actually did. Of
Continue reading