Start with Middle Management in your Change Approach

Bottom-up Approach
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Marl van der Toorn
Manager, Netherlands
Following up the discussion “Bottom-up Approach Towards Organizational Change” 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. Introd (...) Read more? Sign up for free

  Hor Kam Peng
Business Consultant, Malaysia
 

Change Management Starts in the Middle

Couldn't agree with you more, Marl! Top Management (...)

  Andrew Blaine
Business Consultant, South Africa
 

Middle-out Change Management

I agree entirely with your hypothesis and suggest (...)

  Sonny Vicente
Coach, Philippines
 

Change-readiness, a Crucial Factor

I agree that organizational change would have to b (...)

  Kathy Hevey
Management Consultant, United States
 

Mid-Managers Make it Happen or Not

I agree. Middle Managers can make or break a chang (...)

  sekgalabye
Student (MBA), South Africa
 

Role of Middle Managers in Organizational Change

A locomotive is never directed by the middle coach (...)

  Barney Wade Howard
Manager, United States
 

Interpreters in General

Good article. I see middle managers sometimes as " (...)

  Gary Stead
Director, United Kingdom
 

The 'Squeezed Middle'

OK - this title may best be recognized in UK! Acti (...)

  Rebecca Roe
United States
 

Stuck in the Middle

It all depends on what you are changing. Only thos (...)

  Sithembiso Mkhwanazi
Project Manager, South Africa
 

Selecting the Right Change Management Approach

I support Gary & Rebecca. Surely a change in any (...)

  Sudarshan Ramaiah
 

Middle Management: One Key Role to Achieve Organizational Change

As per my opinion, organizational change is very m (...)

  j.a. karman
ICT Consultant, Netherlands
 

Levels 2, 3, and 4 are Often More the Cause of Problems than Being the Solutions

The assumption is the middle management is in a po (...)

  Fillemon Nangolo Hambuda
HR Consultant, Namibia
 

Middle Managers as Catalyst

Even though I wholeheartedly agree with your theor (...)

  Rebecca Roe
United States
 

Tips for Success

@J. A. Karman: I agree with you JA in that most mi (...)

  Paul Steele
Consultant, Australia
 

Middle Managers - Change Agents

There are many good points here made by many of th (...)

  Dr zahra gheidar
Consultant, Iran
 

Each Organization Has a Wave Pattern!!! It is Unique!!

Organizations, to achieve success, should consider (...)

  VMK3
Analyst, Zimbabwe
 

Middle Management as Drivers of Change

There is need for the executives to buy-in. This i (...)

  Andrew Blaine
Business Consultant, South Africa
 

Drivers of Transformation and its Implementation

So much has been written about where transformatio (...)

  VMK3
Analyst, Zimbabwe
 

Organisation Transformation

Andrew, what you are saying is very correct. The p (...)

  Paul Steele
Consultant, Australia
 

Bottom-up Approach to Organisational Change

Agreed, middle managers are the linch pin in the o (...)

  NAMUWENGE EDITH BECCA
Uganda
 

Why Involve Middle Managers in Change Effort

You seek the buy-in and/or wins of the middle mana (...)

 

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