artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
In the previous post, I described how to create any mechanical robot to replace a given job, of course, if we can produce good enough mechanical mechanisms to simulate, for example, the actions of arms, legs, etc., and if we can equip such a robot with a human sense (for example, to judge the loudness of some phenomenon or to observe the environment). But what to do with another type of human work, which is thinking? We’re doing just fine
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I’m going to give you a simple idea on how to find out what a manager really does. The idea is so simple that you will find it unbelievable that no one has done it before. But if it’s so simple, why can’t you buy yourself a Steve Jobs? Let’s take a fairly simple example of a profession that has long been automated: the barista. This is a person who professionally selects, brews and serves coffee. Everyone knows that today
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Most research in management science is conducted using survey techniques and questionnaires. This is a standard that, at least in Poland, newer and newer students of this science are accepting, and older students are continuing the tradition. I have repeatedly written in my scientific and popular articles about the low reliability and accuracy of such surveys. As a result, it is difficult to build knowledge about what a manager really does. Of course, there are thousands, if not hundreds 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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