The Transformation of Managerial Roles in the Era of Flat Organizational Structures

This bachelor thesis examines the transformation of the managerial role in modern organizations, particularly in the context of flattening organizational structures. The theoretical part discusses key topics such as managerial competencies, the functioning of organizational structures, challenges in modern management and employee motivation. The practical part includes a mixed-methods approach, combining interviews focusing on the personal experiences of managers from flat organizations and a survey examining managerial competencies, perception of the managerial role and title, decision-making and motivation. The results indicate that managers in flat structures often act as coordinators and facilitators, with the managerial title serving more as a designation for expertise or project roles rather than a traditional leadership position. Employee motivation is primarily driven by increased autonomy, although the managerial title still holds a motivational value. This thesis provides a deeper understanding of managerial roles and the challenges modern organizations face.