I plead guilty to enjoying a cold beer or two, and I’ve watched with amazement as the decade-long bull market in the craft beer industry shows no signs of abating.
"Middle management" is a term associated with relentless downsizing, corporate drudgery, and career dead-ends. Bashed by management gurus, dismissed by social scientists, and painted as victims by the media, middle managers seem permanently relegated to the sidelines of corporate power. <br clear="none" /> <br clear="none" /> But is this popular picture accurate? Are middle managers really no longer valued by today's performance-riven organizations?<br clear="none" /> <br clear="none" /> The truth is surprising. MIT management scholar Paul Osterman has analyzed over thirty years' worth of employment data, interviewed a wide sample of managers, and uncovered a very different picture of middle managers today. Not only have their numbers increased dramatically, but middle managers are wealthier, more productive, more autonomous—gain real pleasure from their day-to-day work.<br clear="none" /> <br clear="none" /> But there's another side to the story: while managers have maintained their commitment to their tasks and to their colleagues, they are increasingly cynical and distant from their organizations. They are confused about their future and how to manage their careers. This comes at a time when the value of middle management is much greater than ever before. Organizations must rethink their understanding of this vital workforce segment—<br clear="none" /> <br clear="none" /> <a href="http://www.amazon.com/gp/product/1422179702?ie=UTF8&tag=managesmarter-20... target="_blank">The Truth About Middle Managers: Who They Are, How They Work, Why They Matter</a>