Roffey Park: Art of management is being lost
Basic management skills such as dealing with underperforming staff are not up to scratch, according to a new report by leadership institute Roffey Park.
The annual Management Agenda report, a survey of nearly 1,500 managers, finds leadership development is the number one strategy organisations are adopting for the future - ahead of other strategies for growth such as developing new products and services, implementing new technology, or even improving employee engagement.
Meanwhile, basic management skills such as dealing with underperforming staff and managing change are not up to scratch, according to the report. And while the research finds the challenge of reacting to the economic downturn has eased for many organisations, living with austerity is proving more difficult for managers, who need to implement efficiency savings and change whilst maintaining staff morale.
Now in its 16th year, the report reveals that two-fifths of managers (40 per cent) report that underperformance is not tackled at all well in their organisation. Shockingly, a high percentage of managers say redundancies are still handled adequately.
Speaking about the findings, Michael Jenkins, chief executive of Roffey Park, said: "Leadership must get the right balance. Whilst leaders need to develop and communicate a clear strategy and vision, they also need to support implementation and the day-to-day management skills of the managers beneath them."
As in previous years, the report finds board directors much more secure in their jobs and confident about finding work elsewhere than managers beneath them, whereas 58 percent of board directors said they were secure in their jobs, the same was true for just 38 percent of junior managers.
"With the financial crisis and recent corporate scandals around bonuses and tax, it's leaders at the very top who've been in the firing line. Now, as focus must shift from responding to the crisis to steering a more stable course through austerity, we're seeing managers further down the line struggling to cope with basic issues such as implementing change and dealing with underperforming staff," Jenkins concluded.