Post Covid, management processes are not going to be as it existed before. We have seen hybrid type of management happening across organisations globally for almost 15 months now, a mix of online and offline management organisational styles.
What are the specific characteristics of the new hybrid management practices ? In a research study done by Harvard Business School Professor William Kerr and his industry colleagues, published in Harvard Business Review June '21, done on 38 senior most professionals from CEOs and Vice Presidents in 5 industry sectors spanning from manufacturing to customer facing service industries in Northern Europe Nordic countries, titled "4 imperatives for managing in the post-Covid world", (click here) some interesting observations were made regarding managing the uncertainty in organisations that have been practicing and exercising hybrid management systems.
This is very closely related to what the author experienced in Alliance School of Business, Bangalore, India. After three months of silent observation from March '20 to June '21, the mode of education switched to online education for about four months before the faculty moved back to campus, while students had the option to attend the classes offline in the classrooms and online from home and hostels. By the middle of April '21 with the second Covid wave getting stronger, the instruction once again moved back from hybrid to online mode. The points discussed here were also felt by the author to be relevant in educational institutions.(the author is teaching in the Bschool).
The points observed were very relevant and is being presented here for the benefit of the public.
The first point is the fact that while top management may feel good with the hybrid type management system, the middle and junior management feels the system a bit challenging and needs guidance and proper metrics to guide performance.
The second point talks of managers needing to have better people based skills to interact and motivate the employees.
The third aspect points to a vibrant top management providing centralised guidance, good leadership, clear and shared vision, effective performance measurement and regular followup with other parts of the organisation.
The fourth point mentions that the processes should be crisis proofed, being able to move from independent to hybrid models back and forth number of times.
The learning has been useful for the management in designing better management processes and performance measurement metrics that ensure great motivation and collaboration across functions and hierarchies.
George.
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