Great #Management Equals No HR and No OD?

I like this short and provocative post by the Renegade HR blog called, If Managers Did Their Jobs.... Chris is suggesting that much of what HR professionals currently do is really management.

I have also thought that much of what OD (organization development) professionals so is management. I even thought about writing a book called, OD Lite for Managers to help build back their OD capabilities.

Theoretically, I agree that with a highly performing management team, what HR and OD does changes (or goes away). EXCEPT that most managers, even the very best, don't have the time to do all these things. The way most organizations have structured their management teams makes it very difficult for talented managers to get the most important work done. Many managers are all mucked up with gnatty tasks put on their list by well-meaning but unenlightened internal customers (HR being one of these, which is interesting, vicious cycle?)

And many organizations are so focused and pressured by short term results or survival, that they don't invest in enough management - they are TOO flat to be able to build good management. Their managers are spread too thin and have too many direct reports, projects, and priorities to execute.

But these are interesting questions to think about and should be part of the conversation about how management jobs are designed and how managers are selected, trained, and reinforced. Is your organization ready for a management revolution?

Comments

[Brian Landi]

Great post and interesting linked article. I think one of the many pitfalls of managing is focusing on the work and not the person. I can't help but thinking about the movie "Office Space" and Bill Lumbergh asking for the TPS reports. I think if more managers sought to understand their subordinates there would also be less need for HR positions.
Thanks for posting!

[Chris Ferdinandi - Renegade HR]

Lisa - Thank you so much for sharing my article with your readers. As you aptly note, it raises more questions than it answers (and that's the fun of it, isn't it?).

Any ideas on a solution to help managers start managing again? Fewer reports? More training BEFORE they move into management roles? An active practice of not just promoting the best doers to manage others (and instead promoting those with the best real management skills)?

Cheers!

Chris

[Pool Service Software]

I agree with you. 1) HR performs tasks that are not central to a managers job, and should be left with HR. 2) Managing people is the managers job and should always be left with the manager.

[bba]

Hi,
Nice article...My friend was telling Its really interesting game , every one can enjoy very well....

[Walter]

The concept of actually thinking about how much managers manage, and what forces -- like OD and HR -- that can help or hinder a manager isn't thought about enough. More often than not, managers are forced to discover what their management job is over time, and in the process they don't necessarily learn the righ practices. I started a blog that explores how managers become managers, and what behaviors are important for managers. http://www.managerbydesign.com. I publish new articles twice a week, and it discusses many of the issues touched upon in this article. Great work!