Section Twocomputerized. With this removal of a level of the organizational
hierarchy, a valuable training ground for top executives has
been eliminated. Further, the context in which much work is
currently being performed is changing. The era of the “smart
machine” and the skilled professionals who operate such
machines probably will produce conditions in which there is less
need for supervision or a very different type of supervision.
Human resource strategists will need to consider changes in the
nature of managerial work that will result from the
accumulation of knowledge power in nonmanagerial, technical
positions.^2
Managers who can be effective in such environments
require new skills. Not only the number of managerial positions
has changed, but also in many settings the nature of
management has changed as well because of other
developments. Thus, in information-based, lean and flat
organizations, alternative job assignments and opportunities
are needed for the development of tomorrow’s high-level
managers.^3
Although the need for middle managers and low-skilled
employees has been lessened by information technology, it is
useful to reflect on these developments before concluding that
the jobs of human beings are being eliminated. Sar Levitan has
put the effects of these developments in perspective.