Experts predict that management will change over the next few years. According to Harvard Business Review, many managerial tasks will become automated and that “up to 65% of the tasks that a manager currently does has the potential to be automated by 2025.” Moreover, as jobs become remote, the need for management and the type of management has changed as well. What does this mean for managers? According to HBR, there may be a decrease in manager positions, but it also may shift managerial tasks into more relationship-oriented responsibiilities. Therefore, this could mean that managers will need to shift their skillset and approach to the role. Here are some trends businesses are following in management styles.

1. Flattening organizational structures

A flat organizational structure is one that has very few or no levels of middle management between employees and executives. In other words, flat organizational structures eliminate some of the more challenging aspects of hierarchical organizational models. According to Statx-Exl, “‘Flatter’ organizations tend to benefit from improved communication between employees, increased morale, less bureaucracy, and the ability to make decisions and changes faster. Typically, employees’ responsibility levels tend to be much higher in flatter organizations, thus improving job satisfaction and reducing the need for excess levels of management.”

2. Developing stronger management-employee relations.

Many companies will rely on managment to foster and strengthen employee relationships to their company. According to Gartner, strong management will assess employees’ strengths and weaknesses and help them take concrete steps to move forward. Also, they will maintain intra-team cohesion, and they will advocate on behalf of their employees. Finally, managers will need to find ways to make productivity sustainable to avoid burnout and low retention.

3. Decreasing management isn’t all bad…even for managers!

According to The Atlantic, “Right now, we basically have only one track (management), and it actively drains talent from an organization by siloing and repressing it in supervisory roles. What we need—and will likely see—are more organizations opening a different track for people who are very good at their specific job, where these people are compensated for being great at what they do and mentoring others.” Therefore, as the Atlantic states, companies are “placing higher value on offering the incentive of promotion to get more out of their workers, at the cost of potentially injecting bad managment into their organization.”

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