The relationship therefore becomes more flexible, managers are able to concentrate on a wider range of activities, and can ensure that they have the necessary information at hand to provide the appropriate level of support and guidance. The downside of this is that the relationship could become far more functional than before, and the critical management skills of empathy, observation, encouragement and motivation have less opportunity to be employed. Whilst it is useful for managers to be able to collect and use objective information on performance, it is also essential in coaching and encouraging improvement that they are able to observe behaviours. Where real support and development may be needed is not in the functional use of the technology but in its application, for example the protocol for using e-mail to ensure effective communications, or data storage conventions to guarantee open access or confidentiality as appropriate, or even the overall effect of technology on the role of the individual. Other effects are becoming apparent.
Signs are that the role of middle management is changing significantly.
The profusion of communications across organisations means that managers are no longer required to function as gatekeepers of information. They now operate in a time free zone with colleagues in geographically dispersed regions. They can work on virtual teams where roles change daily and participants may never meet. Their responsibilities can alter from project to project and with that their former hierarchical power and function are changed too. The way forward Whilst it is clear that most senior executives recognise the importance of clear, concise, consistent communication, the research found little focus on the real, underlying impact that these tools are having on the organisation - despite the fact that three quarters of all business communication is being conducted using electronic media.