artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
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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Previously, I described two approaches to the representation of a manager’s work dominant in management science, namely managerial skills and managerial roles. Now it’s time for the third approach, which brings us closest to answering the question – what does a manager do. It’s time for management styles. Management styles were first introduced into general team management by Tannenbaum and Schmidt [1]. A management style is defined as a preferred way of directing people in order to bind together diverse
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In a previous post, I outlined 3 reasons that make it impossible or at least difficult to make a copy of a human in the form of a robot manager from the standpoints of the unpredictability of the world, the impact of the machine on humans and communication. But there is something else in management science that is also blocking progress in automating the work of the manager. What is it? Well, in management science, for decades no one has
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