Review on the various maturity stages and variables in the middle manager best practices(Article attached)??and note the various stages, what they are and w
Review on the various maturity stages and variables in the middle manager best practices(Article attached) and note the various stages, what they are and why they are important.
Word Count: 300
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Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc
Maturity Stages
1. Technology implementation competence and recognition: This first stage represents the middle manager’s capacity to learn, conceptualize, and articulate key issues relating to cogni- tive business technological skills, organizational interactions, management value systems, project management ethics, and management presence.
2. Multiplicity of business implementation of technology: Indicates the middle manager’s ability to integrate multiple points of view during technical project implementations. Using these new perspectives, the middle manager augments his or her skills with business implementation with technology career advancement, expands his or her management value system, is increasingly motivated to act ethically during projects, and enhances his or her management presence.
3. Integration of business implementation of technology: Maturing middle managers accumulate increased understand- ing of how business and technology operate together and affect one another. They gain new cognitive skills about technology and a facility with how the organization needs to interact, expand their management value system, perform business/technology actions to improve ethics about busi- ness and technology, and develop effective levels of manage- ment presence.
4. Stability of business/technology implementation: Middle manag- ers achieve stable integration when they implement projects using their cognitive and technological ability; have organi- zation interactions with operations; have management values with their superiors, peers, and subordinates; possess project ethics; and have the management presence appropriate for performing job duties, not only adequately, but also competi- tively (with peers and higher-ranking executives in the orga- nization hierarchy).
5. Technology project leadership: Leadership is attained by the middle manager when he or she can employ cognitive and technological skills, organization interactions, management, a sense of business ethics, and a sense of management presence to compete effectively for executive positions. This middle manager is capable of obtaining increasingly executive-level positions through successful interviewing and organization performance.
Performance Dimensions
1. Business technology cognition: Pertains to skills specifically related to learning, applying, and creating resources in busi- ness and technology, which include the necessary knowledge of complex operations. This dimension essentially establishes the middle manager as “operationally” proficient with tech- nology and forms a basis for movement to more complex and mature stages of development when managing technology projects.
2. Organizational interactions: This focuses on the middle man- ager’s knowledge and practice of proper relationships and management interactions during technology projects. This pertains to in-person interactions, punctuality of staff, work completion, conflict resolution, deference, and other protocols in technology projects. 3. Management values: Measures the middle manager’s ability
to articulate and act on mainstream corporate values credited with shaping technology project work ethic: independent ini- tiative, dedication, honesty, and personal identification with technology project goals, based on the philosophy of manage- ment protocol of the organization.
4. Project ethics: Reflects the middle manager’s commitment to the education and professional advancement of other persons in technology and in other departments.
5. Management presence: Involves the middle manager’s view of the role of a project-based manager during a technology project implementation and the capacity to succeed in tandem with other projects. Aspects include a devotion to learning and self-improvement, self-evaluation, the ability to acknowl- edge and resolve business conflicts, and resilience when faced with personal and professional challenges during technology implementations.
Figure 12.7 shows a graphic view of the middle management tech- nology best practices arc. Each cell in the arc provides the condi- tion for assessment. The complete arc is provided in Table 12.4. The challenge of the middle management best practices arc is whether to emphasize executive management concepts (more organizationally intended) or event-driven concepts (project oriented). This arc focuses on project implementation factors and deals with best practices that can balance executive pressures with implementation realities. I sug- gest that senior middle managers, at the director level, who do not participate in implementation, set their best practices, based on the CEO maturity arc. Indeed, creating a separate arc for upper manage- ment would contain too many overlapping cells.
Summary
The formation of best practices to implement and sustain ROD is a complex task. It involves combining traditional best practice methods (i.e., what seems to work for proven organizations and individuals)
with developmental theory on individual maturation. The combina- tion of these two components provides the missing organizational learning piece that supports the attainment of ROD. Another way of comprehending this concept is to view the ROD arc as the over- arching or top-level model. The other maturity arcs and best practices
towArd best prACtICes333
represent the major communities of practice that are the subsets of that model. This is graphically depicted in Table 12.5.
Thus, the challenge is to create and sustain each community and, at the same time, establish synergies that allow them to operate together. This is the organizational climate created at ICAP, where the execu- tive board, senior and middle managers, and operations personnel all formed their own subcommunities; at the same time, all had the abil- ity for both downward and upward communication. In summary, this particular model relies on key management interfaces that are needed to support ROD.
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