artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
A few weeks ago I wrote about the limitations we face in finding out what a manager really does. These limitations arise for a simple reason: managerial activities tend to be cognitive, that is, a manager performs them in his or her head, and to a lesser extent, physical activities such as moving arms and legs. In conversations with managers, scientists and entrepreneurs, I often compare the work of a manager and that of a car driver. The question can
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I have already described the use of the system of organizational terms to measure what a manager really does, and consequently to build an artificial manager, in previous blog posts. Of course, the organizational size system itself is a methodological concept for how to study what a manager does. You still need managerial tools as measurement tools. I use TransistorsHead.com’s managerial tools in my studies of managers, but for the purpose of studying cultural identity, I made a small measurement
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In 2019, with Dr. Adrian Robak, we used the organizational size system to perform an innovative study on… music. Yes! The use of the organizational magnitude system quite unusual, after all, I designed this concept to automate the work of a manager, but we decided that based on it I could build a tool for… taking notes on sound perception. That’s how Notetoday’s online tool was created, where you can jot down anything, but each note is another version of
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In a previous post, I presented the results of a study using an organizational size system and managerial tools of a phenomenon that is a management method called Design Thinking. Based on the same experiment and the same data, we decided with Dr. Anna Kimberley from the University of Helsinki (Haaga Helia University of Applied Sciences) to analyze the phenomenon of intercultural communication. It will be recalled that the participants in the study were undergraduate students from Haaga Helia University
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Experimental results: can the degree of use of Design Thinking be diagnosed using management tools? In 2017, I was in Finland at Haaga Helia University of Applied Sciences, and I was able, together with Dr. Anna Kimberley, to conduct behavioral research in inter-administrative teams on the use of various management methods. One of them was also the Design Thinking methodology, which the students used to solve an organizational problem. The concept of Design Thinking emerged as a consequence of a
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