Start with Middle Management in your Change Approach

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free.     Log in

Following up the discussion “” I think that even in a bottom-up or top-down approach, the key to achieving a successful change in a (large) organization, is the middle management. Without the commitment of those managers not much will happen. Also according to Patrick McGurk (Sept 2011), "middle managers have traditionally been seen as the organisational ‘linking pins’ (Likert 1961), a view which is echoed in more recent research on managerial work by Mintzberg (2009: 138), who finds that middle management is the place in which the organisation best integrates its activities. Balogun (2003), identified middle managers as ‘change intermediaries’. In this study, middle managers played the dual role of interpreting and ‘making sense’ of organisational change, both for themselves and their teams, and balancing the pressures of managing continuity of service with the implementation of change". Due to the above, I recommend to: 1. Introduce an idea/change at the middle management leve (...) Read more? Sign up for free

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free. Sign up for free     Log in

		Change Management Starts in the Middle Hor Kam Peng, Business Consultant, Malaysia
	(...)

		Middle-out Change Management Andrew Blaine, Business Consultant, South Africa
	(...)

		Change-readiness, a Crucial Factor Sonny Vicente, Coach, Philippines
	(...)

		Mid-Managers Make it Happen or Not Kathy Hevey, Management Consultant, United States
	(...)

		Role of Middle Managers in Organizational Change sekgalabye, Student (MBA), South Africa
	(...)

		Interpreters in General Barney Wade Howard, Manager, United States
	(...)

		The 'Squeezed Middle' Gary Stead, Director, United Kingdom
	(...)

		Stuck in the Middle Rebecca Roe, United States
	(...)

		Selecting the Right Change Management Approach Sithembiso Mkhwanazi, Project Manager, South Africa
	(...)

		Middle Management: One Key Role to Achieve Organizational Change Sudarshan Ramaiah
	(...)

		Levels 2, 3, and 4 are Often More the Cause of Problems than Being the Solutions j.a. karman, ICT Consultant, Netherlands
	(...)

		Middle Managers as Catalyst Fillemon Nangolo Hambuda, HR Consultant, Namibia
	(...)

		Tips for Success Rebecca Roe, United States
	(...)

		Middle Managers - Change Agents Paul Steele, Consultant, Australia
	(...)

		Each Organization Has a Wave Pattern!!! It is Unique!! Dr zahra gheidar, Consultant, Iran
	(...)

		Middle Management as Drivers of Change VMK3, Analyst, Zimbabwe
	(...)

		Drivers of Transformation and its Implementation Andrew Blaine, Business Consultant, South Africa
	(...)

		Organisation Transformation VMK3, Analyst, Zimbabwe
	(...)

		Bottom-up Approach to Organisational Change Paul Steele, Consultant, Australia
	(...)

		Why Involve Middle Managers in Change Effort NAMUWENGE EDITH BECCA, Uganda
	(...)