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
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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.
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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
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Do you realize that your grandchildren may no longer be employed, in jobs that were until recently only for humans? Writing songs that will top the charts or conducting scientific research will be handled by robots in just 20-30 years. In 2016, a group of researchers from Oxford University and Yale University conducted a survey to prepare a prediction of when Artificial Intelligence will overtake humans in performing tasks at work. Prior to the survey, the term “High-level machine intelligence”
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