The highly educated want to be managed with values - not instructions

New book: Company growth shows a need for professional management

Five years ago, the Foreign Ministry did not train their employees to be managers, but they are now.

This example is not unique - there is a larger focus on management in companies with a high degree of highly specialised individuals - the so-called knowledge-intensive companies. 

Retain and develop your employees

Professor Flemming Poulfelt from the Department of Management, Politics and Philosophy understands the increased focus. He thinks that a lot of the companies have reached a size that demands a more professional style of management.

­ The demand for qualified management is becoming more and more distinct. The companies need common values to create identification and development, says Flemming Poulfelt, one of the authors of the new book "Managing the Knowledge-Intensive Firm".

According to Flemming Poulfelt, it would make sense for the companies to place more focus on professional management: - Ultimately, it is about retention and development of the employees. Companies will only succeed in this, if they have a management that inspires, acknowledges and challenges the employees.

Not just for the private companies

It is the first time that researchers address the knowledge-intensive public companies in recognition that many public companies and organisations face the same problems in terms of management as in the private sector.

- Most books about the topic deals with law, engineering and architectural companies. But to lead highly educated people is not just a challenge to the private sector. Hospitals, universities and ministries - to mention a few - are facing the same challenges in terms of management, says Flemming Poulfelt.

Are specialist managers good managers?

An element that many private and public knowledge-intensive companies share, is that they have failed to prioritise actual management. Specialists are often the ones in charge - hospitals, for instance, have a tradition of appointing doctors as managers.

And according to Flemming Poulfelt, this affects the quality of the practised management. The doctor may be very qualified and skilled as a professional, but this does not mean that he or she possesses management competences.