Start with Middle Management in your Change Approach

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Marl van der Toorn, Manager, Netherlands
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

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  Hor Kam Peng, Business Consultant, Malaysia

Change Management Starts in the Middle

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  Andrew Blaine, Business Consultant, South Africa

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  j.a. karman, ICT Consultant, Netherlands

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  Fillemon Nangolo Hambuda, HR Consultant, Namibia

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  Rebecca Roe, United States

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  Paul Steele, Consultant, Australia

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  VMK3, Analyst, Zimbabwe

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  Andrew Blaine, Business Consultant, South Africa

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