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As a utility is transitioned from a bureaucratic monopoly to a competitive and efficientorganization, middle management usually feels the pinch of a flattening organization.The world really changes for the supervisor in the middle. The impact on frontline supervisors is that they become more critical to the organizationin terms of their institutional knowledge and experience. One of the most successful organizational changes comes from implementing teamstructures, where teams are multi-functional and empowered to take care of thingswithout a lot of red tape. The former supervisors find themselves in a new position, ofsharing the responsibilities and decision making with a new kind of team that doesn'tneed a lot of supervision.As a result, there are fewer of them needed for these new roles, many of them havingbeen "flattened" out. And, they must have (or develop) new attitudes toward employeesand new behaviors as well. Utilities today face the problem of trying to protect and retain institutional knowledge thathas been the hallmark of the frontline supervisor. This paper discusses the process for changing from a bureaucracy to a teambasedutility, while bringing the frontline supervisor from being the scapegoat to beingthe savior. With the new streamlined and more responsive organization, productivity soars, as much as twice as high with teams, because people now have initiative, authority, responsibility, knowledge, andaccountability to do the right thing at the right time. Includes 4 references, figures.

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Edition: Vol. - No. Number of Pages: 9File Size: 1 file , 1.6 MB