The manager ranks at URA straddle the senior
management executive team and the operational ranks of supervisor and below.
Traditionally, this rank serves as the conduit and interpreter of strategic
direction. Thus, frequently face competing pressures from both ends, because
they may not have absolute authority over the staff below them, yet they still
face the performance targets and other pressures from the executive team.
That’s exactly what the gear of a vehicle faces, without them, movement, growth, or otherwise is greatly hampered. Furthermore, the evolution of management
toward collaboration calls for managers to develop new skill sets- technical
skills are still important but the social, and cognitive skills, the ability to
learn things, and the ability to adapt, remain flexible, and agile are
increasingly becoming important. Furthermore, the pervasive, unflattering image
of middle managers as unnecessary bureaucrats belies the essential role they
play in organizations.
