Role Of A Manager In An Organization – What role does management play in the agile world of self-organizing teams? What is the function of managers in this new world? What does an agile organization need from its management team? Where should the agile manager focus their efforts for the greatest benefit?

In a general sense, an agile manager is responsible for the “grey area” surrounding agile or scrum teams and throughout the organization.

Role Of A Manager In An Organization

This gray area can be divided into three major categories: managing teams, managing investments, and managing the organization’s environment. Within these three categories, eight clear competencies have emerged from our research and experience with fully engaged agile managers. These competencies can be mapped to the categories as follows: (Note: the meta-competence, organizational change, applies to all three categories and is indicated and discussed separately.)

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Perhaps unsurprisingly, the competencies are not revolutionary. In fact, they are largely similar to what most organizations expect from their managers. The big difference is one of style, although in this case the style has real substance. agile managers coach, inspire and lead teams more than they measure and manage. They focus on the organizational environment’s ability to deliver value more than they worry about their department’s own metrics.

An agile manager’s effectiveness in these eight areas is further helped (or hindered) by their personal leadership style, the company culture, and their ability to execute the competencies in an agile values-based manner. It is essential to know oneself deeply, and to have an understanding of these style and culture dynamics.

For the agile manager, teams become a fundamental object of study: how they work and develop over time; how they shape and nurture their growth; and how to measure, reward, and maintain them for the long term. The domain of the agile manager is as an intimate outsider and champion of the team, not as an inside micromanager or chum.

Agile teams do not need managers directing their work. Instead, the role of the manager is to set the team up for success and then support from outside – from the boundary of the team itself. Teams need sponsors beyond their borders who can champion them and cheer them through their challenges. The goal of an agile manager is to enable the team to solve its own problems and come up with its own great insights and products. Skills such as assessing team health, removing organizational obstacles, creating room for failure and having the ability to coach become central.

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Agile processes value work done over having items that are being worked on. The question for an agile manager becomes: “How can I arrange people to best increase the flow?” instead of, “How can I maximize that ‘my’ people are used at 100 percent?” Assessing the organization’s current resource management model will help the agile manager understand its (often negative) impact on agile teams. By understanding both the disadvantages of task switching between projects as well as the team dynamics of forming and developing over time, the agile manager is in a position to formulate a new resource management model that helps form and unite strong teams. stay for continuous delivery of value.

Motivating teams, rather than just individuals, becomes the key to the agile manager. Working to change performance measurements to complement, rather than contradict, agile values ​​is an important new goal. Even so, performance management for agile teams is about more than handling the annual or semi-annual cycle of performance management with skill. The agile manager synchronizes with the cadence of the inspect and adjust cycle, helping performance feedback to teams and individuals become fast, relevant, actionable and open.

In the pursuit of delivering the most business value possible to gain competitive advantage, the agile mindset regarding managing investments is: “What is the best investment now?” instead of, “Are we on schedule and on budget?” Getting the most out of agile means moving from the conformity-to-plan paradigm to conformity-to-value thinking.

An agile manager leverages the metrics that come from the team and product owner, both to help the team improve its own flow and also to inform executives about how the teams are conforming to value. This requires a new mindset for using metrics, a new set of updated executive-style status reports, and a new ability to address the changes in conversation that occur as executives engage in responding to and enabling delivery of business value rather than handing out carrots or sticks based on stoplight views of scope, schedule and budget.

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An agile manager uses the portfolio management and governance process to reinforce agile values: the ability to maximize value while embracing feedback and change. In general, a more frequent cycle becomes essential when management begins to manage the portfolio of projects, just as a product owner manages a portfolio of stories. In either case, the goal is to make frequent planning cycle decisions regarding which projects to stop, start, or continue based on which will return the highest business value now.

Agile teams operate within an overall organizational environment that includes support processes and suppliers. As agile teams begin to operate with newfound speed and agility, the rest of the organization tends to slow down. The agile manager is in a position to bring a lean perspective that focuses on flow and eliminating waste.

Managing internal partners, such as finance, administration, real estate, production support and others, requires thinking (and acting) like a lean manager. An agile manager uses lean skills like value stream analysis and kaizen to achieve a deeper understanding of what motivates internal partners. Because of this, an agile manager leads (or provokes) activities to “lean-out” the end-to-end processes in which their teams participate, so that the value that their teams provide can be realized without delay.

For the sake of value delivery, agile managers treat their suppliers as if they are an extension of their agile teams. To do this well, an agile manager uses new perspectives and techniques when creating contracts with suppliers and knows strategies to help teams cope when suppliers will not work in an agile way. An agile manager also knows that the decision to release a function from the team is purely a business call.

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Given the reality that outsourced functions generally create a velocity drag on agile teams, a manager will carefully weigh the benefits and costs before pursuing an outsourcing model and will inform teams to adapt the model to reduce the velocity drag.

For an agile manager, organizational change management is about being an organizational change artist. Influencing existing performance management systems, working with peer managers to lean business processes, and saying “no” to starting more work are all typical examples of thorny organizational obstacles an agile manager is likely to face.

When agile is introduced into an organization, a huge amount of organizational change must take place to empower and enable agile teams in their pursuit of delivering business value. An agile manager must develop keen skills in organizational change and an ability to shepherd an organization through the adoption change curve.

The agile principle of inspect-and-adjust also applies to agile managers. To that end, we’ve come up with a few questions that agile managers can ask themselves to see how they measure up to the full expression of the agile manager role. Learn about the various managerial roles identified by renowned management theorist Henry Mintzberg, including interpersonal, informational, and decision-making roles.

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Being a manager means taking on different managerial roles at the same time. You should be an inspirational leader, take responsibility for people and processes, and handle multiple problems of different types. Each of the roles that managers perform is important, and each presents its own challenges.

In this article we will discuss managerial roles described in the theory of Henry Mintzberg, a Canadian academic and author specializing in business and management, a professor of management studies at McGill University. Mintzberg categorized managerial responsibilities, drawing a line between tasks that require different skill sets. In this way he made it easier to analyze the nature of administrative work.

Management roles are behaviors adopted to perform various management functions, such as leading and planning, organizing, strategizing, and problem solving. Within an organization, managers at different levels have different responsibilities that may overlap.

Henry Mintzberg classified managerial roles based on their purpose. He developed 10 managerial roles and divided them into 3 categories, grouping the roles that share similar functions. Some of these functions can be applied to two or more roles simultaneously.

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. This category includes the roles that interact with people working inside and outside the organization. Basically, the majority of managers’ time is spent on interpersonal communication that gets things done.

. The informational category includes creating, receiving or sharing information with colleagues. The manager collects information from sources both inside and outside the organization, processes it and delivers it to those who need it.

Interpersonal roles are about dealing with people, and informational are about dealing with knowledge. Decisive roles are about action. By communicating with people and using information, managers make decisions that guide the organization toward its goals.

This role requires the performance of social, ceremonial and legal responsibilities. The Figurehead represents the organization, and also motivates the team to achieve goals. For people, this managerial role is a source of power and authority.

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The leader role

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