Table 2 Solutions for industrial middle managers
From: Ethical challenges for medical professionals in middle manager positions: a debate article
Solutions for middle managers (MM) | |
|---|---|
Strategies | • Involvement and participation in the strategic development • Correction of unrealistic and incorrect strategies |
Role definition | • Reflection on the role along with top management (clear mission, expectations and goals) • Precise definition of the area of responsibility • Clear action skills • Clear instructions for conflict cases • Definition of career objective “middle management” for sustainable business development • Move away from the image of the transit station on the career ladder • Demand and promoting a sense of responsibility and authenticity |
Pressure to perform | • Free space for balance between autonomous and heteronymous leadership • Deals for professional accompanying consultation, mentoring and coaching • Offers for communication and conflict training • Flexible working hours in the interest of MM • Offers for health promotion in the interest of MM |
Qualification | • Professionalization of management of operational communication processes • Targeted training concepts for operational change management • Programs aiming at achieving advancement in the company (horizontal career paths) |
Incentives | • Salary levels in relation to top management and the operational core • Time quotas for qualifications and further training • Time quotas for self-reflection • Flattening of hierarchies |
Ethics | • Formulation and anchorage of a corporate code • Code of Conduct training for all new hires • Antecedents of the company values at all levels, in particular by the top management • None (not-lived) Ethics formulation for marketing reasons • Active and open communication culture, possibly any specific communication channels for ethical issues • Regular employee surveys |