ABSTRACT
The first type of managerial synapse approached is manager–subordinate because the majority of the managerial processes and relationships in organizations have the subordinates as components. The chapter starts with the specification of eight premises on which the construction and functioning of the manager–subordinate managerial synapse are based. Their understanding and consideration is essential for achieving a performing manager–subordinate synapse. There are eleven differences between the manager–subordinate synapse and the classical manager–subordinate relationship, which help to better understand and use this new type of managerial mechanism. The outstanding role and influence of the company manager–subordinate managerial synapse are outlined on two levels: company activities and performance, and company employee’s work, behaviours, and results.
Then chapter focuses on the recent developments in company management and organization, which reflect the transition to ecosystems and digitalization and are considered necessary and performant. Topics include meaningful work, positive identity construction and work, and agile and dynamic work. For each are indicated ways in which they can be integrated in the manager–subordinate synapse construction and use. Special attention is paid to the innovative dimension of the manager–subordinate synapse.
Finally discussed are 14 specific managerial and economic advantages of the manager–subordinate managerial synapse, which can make companies more participative, agile, innovative, and performant.
