Role Of Middle Managers Research Articles

Orta Düzey Yönetim/Yönetici Üzerine Bir Literatür Araştırması

The aim of this study is to contribute to the literature by revealing the middle level management/manager identity and the role of this management level in the organization. It also aims to develop a deeper understanding of the involvement of mid-level management in the process of identification and implementation of strategy and its positive results on performance. In this respect “middle level management/manager” and “roles of middle level managers” and in the context of strategic management and published in the journals in the Google and academic database between 1975-2017 and an overall evaluation of national and International studies was made. First of all, the lack of national studies on this subject is remarkable compared to International Studies. According to the results of the research, all authors agree that mid-level management is a large management group that exists between senior and senior management. In addition, mid-level management/managers differ from other levels at three points: function, organizational structure and the tendency of researchers. Mid-level management/managers have significant overlap between roles and the scope of roles is shaped by organizational context, time and the attitude of managers. Researchers have ignored the role of decision making, especially when emphasizing the role of communication and collaboration of these managers.

Establishing professional expectations in further education middle management: The human resource manager’s perspective

The further education sector is a challenging working environment with expectations to deliver high-quality education against a backdrop of continuous policy and structural reforms. Further education managers play a key part in how further education institutions respond to this dynamic operating environment. However, despite the importance of this role there is an absence of an agreed set of professional expectations for further education middle managers. Sector bodies have commissioned research to address recruitment challenges and support workforce development, but this is often directed towards teachers. As a result, the credibility of further education teachers has increased markedly, which is welcomed. However, further education middle managers who are responsible for the management of teachers and operationalisation of organisational strategies have not benefited from comparable opportunities for professionalisation. In contrast, they suffer from a lack of support when assimilating into the role. This paper investigates the role of further education middle managers through the lens of those responsible for their recruitment and development, human resource managers. Through the administration of a national survey of human resource managers, drawing on quantitative and qualitative data, this paper establishes a new theoretical framework: four pillars of professional expectations for further education middle managers. Furthermore, it highlights the value in a contextualised approach, moving away from generic management standards.

Research Trajectories in Organizational Change and Development: Conversations with ROCD 28 Authors

The first annual research volume in Organization Change and Development was published by JAI Press in 1987. Since then, ROCD has provided a special platform for scholars and practitioners to share new research-based insights in the book as well as at AOM. This new volume covers a wide range of ROCD topics: the social media presence of organization development; the role of professional identity of the renowned women of organizational change; the nature of emerging communities of the new world of work and its implications to the field; development of organizational resilience in the context of educational institutions; the impact of honest conversations in transforming organizations; the role of middle management in tightly coupled systems; and the impact of missing management in organization development and change. In its entirety, ROCD 28 provides insightful and thought-provoking chapters, which serve as a catalyst for lively dialogue. As such, this proposed symposium, one that has become an integral part of the Organization Development and Change (ODC) Division program, continues the tradition of division members meeting with authors of the upcoming volume. The Social Media Presence of OD: A Social Network Analysis Using Big Data Presenter: Donna Ogle; Rockford U. Presenter: Ram Tenkasi; Benedictine U. Presenter: William Brock; Colorado Christian U. Constructing the Professional Identity of the Renowned Women of Organizational Change Presenter: David B. Szabla; Western Michigan U. Presenter: Elizabeth Shaffer; Western Michigan U. Presenter: Ashlie Mouw; Western Michigan U. Presenter: Addelyne Turks; Western Michigan U. Community in the New World of Work: Implications for Organizational Development and Thriving Presenter: Peter Bacevice; U. of Michigan, Ross School of Business Presenter: Hilary M. Hendricks; U. of Michigan Presenter: Lyndon Earl Garrett; Boston College Integrating the Digital in the School Organization: Four Examples of Embeddedness Presenter: Johan Klaassen; Stockholm Business School Presenter: Jan Löwstedt; Stockholm U. Management is Missing Presenter: Jeffrey D. Ford; Ohio State U. Presenter: Laurie Ford; US Nuclear Industry Council Change in Tightly Coupled Systems: Middle Manager Role and Action Presenter: Rita Berggren; Chalmers U. of Technology Presenter: Johanna E. Pregmark; Chalmers U. of Technology Presenter: Tobias Fredberg; Chalmers U. of Technology Presenter: Bjorn E. Frossevi; Chalmers U. of Technology Why Honest Conversations are Transformative Presenter: Michael Beer; Harvard Business School

Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation

There has been much controversy concerning the effects of automation on the role of middle managers in contemporary organizations. Some scholars adopt the “automation-as-a-threat” perspective to argue that middle manager roles will disappear with digital automation. Yet, others take a “automation-as-an-opportunity” view to underscore the advantages digital technology offers to individuals and organizations. Drawing on role theory, we develop a framework that reconciles these opposing views, and argue that the effect of digital transformation on middle management involvement in strategic decision-making depends on which middle-management tasks are automated. Data from 74 middle managers of large firms in Germany, Austria and Switzerland, show that automation of routine tasks can help middle managers to build capacity (both, in terms of time and cognition), offering opportunities to become more involved in strategic decision-making. At the same time, the automation of non- routine tasks precludes middle-managers’ meaningful engagement with strategic narratives. Overall, our study highlights that digital transformation is a double-edged sword for middle managers’ involvement in strategic decision-making – and its effects depend on which aspects are replaced by digital technology.

Emerging Technologies, Work Relationships, and the New Role of Middle Managers

This symposium showcases recent research projects on how organizations are implementing emerging technologies and how these technologies are changing relationships at work as well as the role of middle managers. Emerging technologies are enabling organizations to measure employee performance in more finite ways, assign employees to work projects that match their skill sets, and observe interactions via digital communications and by tracking calendar entries. Employers’ use of these tools is shifting how individuals interact with their peers and managers. We will present new insights into how employees and middle managers respond to emerging technologies, how work relationships are impacted by these technologies, and the organizational consequences that emerge. This symposium will have three primary goals: (1) explore how top managers, middle managers, and employees in various settings use or resist emerging technologies; (2) highlight new findings and theory around how emerging technologies are changing the role of middle managers; and (3) discuss how emerging technologies are changing work relationships. Beyond Instrumental Efficiency: An Inductive Study of How Knowledge Workers Utilize Technology Presenter: Rohin Borpujari; London Business School Presenter: Herminia Ibarra; London Business School Meeting Networks and Emergent Team States: How Network Density Relates to Psychological Safety Presenter: Jeffrey T Polzer; Harvard U. Presenter: Evan DeFilippis; Harvard Business School Orchestrating Friendship in the Firm: Softening the Edges of Algorithmic Evaluation Presenter: Raquel Renee Kessinger; Massachusetts Institute of Technology Presenter: Katherine C. Kellogg; MIT Work Digitization, Behavioral Visibility, and the Changing Role of Middle Managers Presenter: Paul Leonardi; UC Santa Barbara

“Trust But Verify”: How middle managers in a multinational use proverbs to translate an imported management concept

In this paper we report on how middle managers in a Russian subsidiary translate empowerment, a ‘western’ management concept imposed by the Finnish headquarters. The analysis shows that in their discursive struggles these middle managers mobilised proverbs to address competing discourses that reflected imported and local ideals of good management. We advance organisational translation research by highlighting the value of proverbs as an understudied discursive resource in translation activities on the ground. The paper also examines the dual role of middle managers as both translators and implementers of an imported and imposed concept in a multinational corporation. Translation work carried out by middle managers in multinationals has received limited attention in previous research. Finally, by bringing together the discursive and the interlingual, we join recent efforts to broaden the definition of translation to encompass translation work undertaken in multilingual organisations.

The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal

AbstractDespite continuing interest in employees' well‐being, there are still large gaps in our understanding of the mediating role this concept plays in the human resource management (HRM)–performance relationship. In addition, more insights as to how HRM is implemented by leaders are required, as studies largely center either on leadership or on HRM, with little research addressing how HRM and leadership jointly determine employees' well‐being and performance. This study examines the link between well‐being‐oriented human resource management (WBHRM) and performance in a sample of very large organizations, based on the job demands–resource model and social exchange theory. In addition, we explore the moderating role of middle managers' leadership in the relationship between WBHRM and employees' well‐being. The results reveal that engaging leadership behavior fosters genuine implementation of WBHRM and has a direct impact on employees' performance.

Promoting work engagement in public administrations: the role of middle managers’ leadership

ABSTRACT This study aims at exploring the role of middle managers’ leadership style in promoting work engagement in public administrations. Building on leadership theory, the work engagement literature and change management research, the study develops and empirically tests a model envisaging the impact of leadership on engagement as partially mediated by leaders’ support for key aspects of public sector reforms. An empirical study carried out on 2721 Italian local government workers shows that transformational leadership is positively linked to work engagement both directly and indirectly. Mixed results emerge for the other leadership styles.

보육교사가 인식하는 중간관리자의 역할이 어린이집 운영관리 효율성에 미치는 영향

본 연구는 어린이집 중간관리자의 역할에 대한 인식을 조사하고 중간관리자의 영역별 역할이 운영관리 효율성에 미치는 영향을 분석하는 것을 목적으로 한다. 이를 위해 서울, 경기, 인천지역 어린이집에 재직 중인 보육교사들을 대상으로 설문조사를 실시하여 어린이집 중간관리자의 역할 및 어린이집 운영관리 효율성에 관한 자료를 수집하고 위계적 다중회귀분석을 실시하였다. 그 결과 보육교사들은 중간관리자의 역할 수행 및 어린이집 운영관리 효율성에 관해 긍정적으로 인식하고 있었다. 어린이집 중간관리자의 역할 중 보육과정영역 역할, 자율장학영역 역할, 인사관리영역 역할, 재무 및 사무관리영역 역할이 어린이집 운영관리 효율성에 영향을 미치는 것으로 나타났다. 하지만 지역사회관계영역 역할은 어린이집 운영관리 효율성에 유의한 영향을 미치지 않는 것으로 나타났다. 이러한 결과들은 어린이집 운영관리 효율성을 높이기 위해서는 보육 전문성을 갖춘 중간관리자가 필요함을 의미하며 어린이집 중간관리자의 자격과 역할, 직무에 관한 제도적 근거 마련과 중간관리자의 전문성 신장을 지속적으로 지원하고 관리할 수 있는 시스템 구축이 필요함을 시사한다.

The Role of Personality Traits Toward Organizational Commitments and Service Quality Commitments.

Service providers personality traits is one of important determinants to deliver proper service to customers to make them satisfied in service delivery. Despite numerous studies on personality traits and emotional labor, little empirical work has been conducted to investigate the causal effects of hotel middle managers’ personality traits on their commitment to the hospitality industry. Thus, this study aims to examine the effects of hotel middle managers’ personality on two dimensions of commitments: organizational commitment and service quality commitment meditated by emotional variables: emotional labor and emotional exhaustion. The sample of this study consists of 266 department managers from full-service hotels in a metropolitan city in the Southern United States. The results confirmed the significant role of hotel middle managers’ personality traits, especially expressive personality, in organizational commitment and service quality commitment. Hotel operators should foster a work setting that consistently promotes congruent emotions via regular training and screening to reducing employees’ emotional exhaustion, increasing organizational commitment and service quality commitment, ultimately, reducing employees’ turnover intentions.

The strategising roles of public sector middle managers

The strategising roles of public sector middle managers

Empowering middle managers in social services using management control systems

PurposeThis paper examines how a public sector organization combined management control systems (MCS) to comply with increased uncertainty and conflicting objectives of tight budget control, flexibility, and quality care simultaneously. It also analyzes how middle managers interpret management control intentions and manage conflicting objectives, and how locally developed MCS are coupled with top management goals.Design/methodology/approachThis paper uses a case-study approach, based on interviews with top and middle managements, as well as document studies conducted at a medium-sized Danish municipality.FindingsBoth constraining and enabling control systems empower middle managers and facilitate tight budget controls. Furthermore, middle managers play a crucial role in the use of MCS, develop local control systems, adjust existing control systems and influence the decisions and strategies of top management.Research limitations/implicationsThis paper is context-specific, and the role of accounting in professional work varies due to the specific techniques involved.Practical implicationsThis paper shows how MCS, including budgeting and planning systems, can be applied in social services to help middle managements obtain tight budget controls while also improving service quality.Originality/valueThis paper adds to the limited extant research on the role of middle management in a control framework and demonstrates how MCS can balance conflicting goals in social services when uncertainty increases. Furthermore, this paper shows how the vertical coupling of MCS is tight when budgeting is employed for planning purposes.

An Exploratory Study of Middle Manager’s Roles in Continuous Improvement

Floyd and Wooldridge have developed a widely used model regarding the middle managers’ contribution to strategic change, in which four strategic roles for middle managers are considered: championing, synthesizing, facilitating and implementing. Although there is an extensive body of knowledge about the roles and influence of middle managers in implementing strategy, insight in which roles are activated in continuous improvement (CI) initiatives is underdeveloped and highly dispersed. Therefore, in this study we seek to understand which middle management roles (i.e. championing, synthesizing, facilitating, implementing) contribute to accomplishing CI. To explore which of these roles are activated when middle managers are confronted with a CI initiative, we developed a scenario experiment. Our findings indicate that the implementing and synthesizing roles appear to be of key importance in the context of CI initiatives, while the facilitating and championing roles appear to be less relevant.

Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.

Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

Commitment to change on middle managers was assumed to be an important factor that supported the success of the implementation of the organizational change plan. Based on the social exchange theory, commitment to change on middle managers could develop with a reciprocal relation between the organization and the middle managers. This research aimed to test the participation of middle managers on the commitment to organizational change with perceived organizational support as the mediator. Participation in the period of change was an exchangeable resource, while perceived organizational support was an indicator of the quality of the relationship between the middle managers and the organization. Research data were obtained from 227 middle managers on one of the government organizations in Indonesia which was in a period of change. Research results showed that perceived organizational support could have the role as a partial mediator between participation in period of change with commitment to change. Perceived organizational support and participation in period of change would increase the affective and normative commitment to change, while decreasing the continuous commitment to change. This research result could contribute practically and theoretically in the understanding and discussion regarding the role of middle managers in organizational change.

Middle managers’ roles after a hospital merger

PurposeMergers are important and challenging elements in hospital reforms. The authors study the social aspects of management and the roles of middle managers in the aftermath of a hospital merger. Especially, the purpose of this paper is to investigate how professional staff and middle managers perceive their relationships with top managers several years after the merger.Design/methodology/approachA survey was conducted among the professional staff in two merging hospitals’ units six years after a merger. Based on the main findings from this survey, a follow-up interview study was done with a group of middle managers.FindingsThe management practices were diagnostic with few interactive or communicative activities. The respondents expressed that mistrust developed between the staff and the top management, and a lack of involvement and interaction lead to decoupled and parallel organizations. Social controls, based on shared norms, had not been developed to create mutual commitment and engagement.Practical implicationsPolicy makers should be aware of the need in profound change processes not only to change the tangible elements, but to take care of changing the less tangible elements such as norms and values. Professionals in hospitals are in powerful positions, and changes in such organizations are dependent on trust-building, bottom-up initiatives and evolutionary pathways.Originality/valueThe paper addresses the need to understand the dynamics of the social aspect in managing hospitals as knowledge-intensive organizations when comprehensive restructuring processes are taking place over several years.

The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change

The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change Freek Hermkens, A. Georges L. Romme Abstract The role of middle management in continuous improvement and similar organizational changes is a very challenging one. In this essay, we identify three different ways of looking at middle management: (a) middle managers are no longer needed; (b) middle managers have insufficient potential; and (c) middle managers occupy a unique position that connects the top management and operational levels. Subsequently, we look at the roles of middle managers in organizational change initiatives such as CI. The conclusion is that middle managers often find themselves in a Bermuda-like triangle, in which they are expected to lead change, implement change and change their own behavior. We conclude by exploring the future of the middle manager in the context of the rise of new organizational forms and the digitalization of work processes. Full Text: PDF DOI: 10.15640/jmpp.v8n1a5

“A Phenomenological Study on Nurses’s Role and Conflict Experience Working for Social Welfare Institutions”

본 연구는 현재사회복지시설에 간호사로 근무하고 있는 근무경력이 3년 이상의 직원들로 연구참여자는 총 9명을 대상으로 실시한 간호사의 역할과 갈등경험에 관한 현상학적 연구이다. 연구참여자들에게 수집된 자료를 지속적비교법을 통해 분석한 결과 4개의 범주와 10개의 주제모음, 32개의 주제로 정리 되었다. 연구목적에 따른 결과는 다음과 같다. 첫째, 사회복지시설에 근무하고 있는 간호사의 사회복지시설 평가는 평균 86.22점으로 근무환경, 급여, 업무의 양, 관계성과 의사소통, 전문성 인정 등의 요인들이 대체로 기대수준을 상위하는 것으로 나타났다. 둘째, 사회복지시설에 근무하고 있는 간호사의 주요업무를 통한 역할은 정기업무로‘ 간호 및 건강사정’,‘ 간호(의료) 서비스’,‘ 간호행정’이 차지했고, 비정기업무로는‘ 건강관리 프로그램’,‘ 건강검진 및 예방접종’,‘ 보건·의료교육’등으로 연구되어졌다. 지원업무로는 ‘법인·복지시설 행사’‘, 사회복지시설 고유업무’‘, 직원(시설)간 교류 및 직책업무’로 조사 되었다. 셋째, 사회복지시설에 근무하고 있는 간호사의 갈등경험과 요인은 간호사‘ 개인의 업무스트레스’와 직원과 ‘ 간호 서비스 수행과정’에서 또는‘ 입소자의 특수성’관련, 그리고 열악한 간호인력에 대한‘ 근무환경’, 마지막으로‘ 운영자의 의료판단 및 지원’과 ‘중간관리자의 아쉬운 역할’‘, 생활재활교사들의 문화와 이견’ 등을 통해서 갈등경험의 요인들을 발견하였다.This study is a phenomenological research on the role and conflict experience of nurses who have more than three year experience and work for social welfare institutions. The number of participants is 9. The analyzed results from the collected materials are summarized as 4 categories, 10 classified colleciotns and 32 themes And the results are as follows: First, the nurses give average 82 points to the social welfare institutions and they show more than expected satisfaction on work atmosphere, salary, workload, relationship, communication, and recognized professionalism. Second, their regular businesses include‘ nursing and health assessment’‘, nursing service’‘ nursing administration’ and their occasional businesses are‘ health management program’‘, medical check-up and immunizations’‘, health medical education’. They suppor‘t cooperation center events, ’ welfare institution unique business’, and‘ interchange between staff(institutions) and position work’. Third, their conflicts come from‘ their own individual work stress’,‘ nursing service process with other staff’,‘ inmates’ specialties’ and poor working atmosphere for nurses’. Also, other conflict experience factors are found in‘ the medical judgment and support of the operator’‘, insufficient roles of middle managers’, and‘ culture gaps of the rehabilitation teachers’.

A Participação do Middle Manager na Gestão Estratégica da Inovação à Luz da Estratégia como Prática

O objetivo deste estudo foi compreender como ocorre a participação do gerente de nível médio na gestão estratégica da inovação à luz da estratégia como prática. A gerência intermediária é a que mais se relaciona com os demais níveis organizacionais, sendo o elo entre a alta direção e o nível operacional. Para alcançar o objetivo foi adotada a metodologia qualitativa por meio de estudo de caso único, realizado em uma empresa de tecnologia. As técnicas de coleta de dados foram entrevistas semiestruturadas, análise de documentos e observação direta. Após a análise dos dados, que utilizou a técnica pattern matching, identificou-se que os gerentes exercem os quatro papéis na gestão estratégica da inovação na empresa, sendo que os gerentes de nível médio são determinantes na formulação e implementação da estratégia de inovação, independente destas serem deliberadas ou emergentes. Os papéis que exercem os gerentes são: sintetizador de informações, defensor de alternativas, facilitador e implementador da estratégia. Esta pesquisa contribuiu para a promoção dos estudos sobre os gerentes de nível médio e sua importância para as organizações. Na prática, este estudo serve para a própria organização avaliar o papel e a importância do gerente de nível médio na gestão estratégica da inovação.

Dynamic Capability of Private Universities: The Role of Middle Managers

Achieving the quality of tertiary institutions as part of continuous quality improvement, the role of managers, especially at the middle level manager in business processes in higher education becomes very crucial in orchestrating the dynamic capabilities of the organization, because in this implementation the middle manager becomes the technical executor of the intended achievement process. The purpose of this study is to examine the effect of the elements consisting of sensing, seizing and reconfiguring the middle manager for continuous improvement growth. The results of the study confirm that the middle manager Sensing variable has a significant positive effect on continuous improvement growth, the variable middle manager does not affect continuous improvement growth, and the reconfiguring middle manager variable does not significantly influence continuous improvement growth. Research in the future can be re-implemented the seizing and reconfiguring variable on continuous improvement growth in different research objects, for example in manufacturing companies or at least samples in research, in further research can add a wider object of research, not only one institution but can use many institutions similar.