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> Now it’s MBAs and generalist managers. It doesn’t work, all it does is increase overhead

It's kind of interesting being in a small to mid-size organisation and leading a team where the need to introduce this kind of middle management is asserting itself. I'm instinctively resisting it but the downsides are clear. I have way too many direct reports. I am constantly bogged down in generic meetings - everything from desk arrangements, COVID safety, leave management, etc. Meanwhile most of my staff spend large amounts of their time blocked from their top priority task because they lack input or direction. My unique technical skills are being completely wasted. Yet it kills me that we might decide we have to blow $150k/year which could employ another coal-face engineer simply because we can't figure out how to organise ourselves better.

So should I put in place a generic middle manager to deal with all this stuff? Or not? It may seem like it's obvious in happens to large megacorps that the end result of this is bad. But you can see completely how you end up there. Certainly the people who are doing that are getting way more cred in the organisation and arguably actually getting more done in real terms.



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