The Unique Psychology of Being a Middle Manager

10.13007/795 ◽  
2021 ◽  
Keyword(s):  
Middle Manager

The nature and antecedents of middle manager resistance to change: evidence from an Italian context

2005 ◽  
Vol 16 (10) ◽  
pp. 1812-1829 ◽  
Author(s):  
Antonio Giangreco ◽  
Riccardo Peccei
Keyword(s):  
Resistance To Change ◽  
Middle Manager ◽  
Italian Context

The middle manager: Truly in the middle

1991 ◽  
Vol 1991 (55) ◽  
pp. 43-54 ◽  
Author(s):  
Herman Ellis ◽  
Jim Moon
Keyword(s):  
Middle Manager

scholarly journals Energizing middle managers’ practice in organizational learning

2018 ◽  
Vol 25 (6) ◽  
pp. 383-398 ◽  
Author(s):  
Jane McKenzie ◽  
Sharon Varney
Keyword(s):  
Organizational Learning ◽  
Middle Managers ◽  
Resource Constraints ◽  
Major Change ◽  
Middle Manager ◽  
Content Type ◽  
Available Energy ◽  
Validated Instrument ◽  
Practical Implications

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

scholarly journals The middle manager in search of business model innovation

2019 ◽  
Vol 40 (4) ◽  
pp. 3-10 ◽  
Author(s):  
Sergejs Groskovs ◽  
John P. Ulhøi
Keyword(s):  
Business Model ◽  
Continuous Process ◽  
Organisational Change ◽  
Business Model Innovation ◽  
Middle Manager ◽  
Content Type ◽  
Strategic Renewal ◽  
Model Search ◽  
Practical Guidelines ◽  
Major Transformation

Purpose It does not always take a heroic CEO to initiate a major transformation such as business model innovation. A middle manager with a personal drive and a sense of need for change may well jump-start this process. This paper aims to offer a simple framework and a set of practical guidelines for engaging the broader organisation in business model search and change activities. Design/methodology/approach This paper draws on research in entrepreneurship, organisational change and strategic renewal; develops a set of managerial guidelines; and illustrates those with practical examples. Findings Business model innovation is an iterative, dynamic and continuous process of search and change activities. Key practical guidelines to manage this process include understanding the environment, ensuring resources and funding, engaging entrepreneurial individuals, committing senior management, firm orchestration of the change process and involvement of middle management and employees. Practical implications The framework allows for structuring a business model innovation and offers key guidelines for the journey, thus enabling an entrepreneurial middle manager to lead the effort. Originality/value Despite that business model innovation is normally considered the domain of the CEO, this paper shows that middle managers can also play a key role in the process. The value of the paper lies in the simplicity and practicality of the framework.

It’s not what you know, it’s what your organization knows

2017 ◽  
Vol 33 (7) ◽  
pp. 8-10
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Middle Manager ◽  
Content Type ◽  
Pertinent Information ◽  
Customer Services ◽  
Practical Implications ◽  
Good Manager

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a person in every office of any organization you could mention − let us call her Doris − who is the go-to manager for almost any query or problem that arises. Doris is a very good manager − she is on top of her work, is approachable and helpful and has some good ideas about how the organization should be run. Doris has also been there longer than any other middle manager and has also worked in a number of different areas of the business. Currently, Doris is in charge of customer services and, as such, has an overview of bill payments, contracts and outputs from the firm. In short, Doris is a huge asset to the company. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals HUBUNGAN ASUPAN ENERGI, STRES KERJA, AKTIFITAS FISIK, DAN DURASI WAKTU TIDUR DENGAN IMT PADA MANAJER MADYA DINAS PEMERINTAH KOTA SURABAYA

2019 ◽  
Vol 3 (1) ◽  
pp. 40
Author(s):  
Annisa Risqi Wulandari ◽  
Dhenok Widari ◽  
Lailatul Muniroh
Keyword(s):  
Physical Activity ◽  
Nutritional Status ◽  
Job Stress ◽  
Energy Intake ◽  
Sleep Duration ◽  
Overweight And Obesity ◽  
Activity Level ◽  
Middle Manager ◽  
Anthropometric Measurement ◽  
Cluster Sampling

Background: Prevalence of overweight and obesity in adult has increased each year in Indonesia. Middle managers were groups at risk for overweight because their job characteristics such as low physical activity and risk of experiencing job stress. Economy support in middle manager was one of supporting factor which affect to higher amount of energy intake. Overweight in adult can affect on their health status and work productivityObjectives: The purpose of this study was to analyze the correlation between energy intake, job stress, physical activity and sleep duration with BMI in middle manager.Methods: This was an observational study with cross sectional design. 49 Middle Manager in Surabaya’s Government Agency were selected using cluster sampling. Nutritional status data were collected using anthropometric measurement, energy intake using SQ-FFQ, job stress using OSI-R questionnaire, physical activity and sleep duration data using activity recall. Data were analyzed by Pearson product moment test.Results: This study showed that most of respondents has normal nutritional status (61.2%), adequate energy intake (47%), moderate level job stress (69.4%), low (46.9%) and moderate (46.9%) physical activity level, and lack of sleep duration (59.2%). There were correlation between energy intake (p=0.001) and sleep duration (p=0.006) with BMI. Job stress (p=0.227) and phyisical activity (p=0.148) had no correlation with BMI.Conclusions: higher energy intake and lower sleep duration would increase BMI.ABSTRAKLatar Belakang: Prevalensi status gizi lebih pada penduduk dewasa semakin meningkat di Indonesia. Manajer madya merupakan kelompok yang berisiko mengalami kegemukan karena jenis pekerjaan kantor yang ringan serta rentan mengalami stres kerja. Dukungan ekonomi juga menjadi salah satu faktor pendukung besarnya asupan energi dibandingkan energi yang dikeluarkan untuk beraktifitas. Masalah gizi lebih pada penduduk dewasa dapat memengaruhi status kesehatan dan produktifitas kerja seseorang.Tujuan: Tujuan penelitian ini adalah untuk menganalisis hubungan antara asupan energi, stres kerja, aktifitas fisik dan durasi waktu tidur dengan Indeks Massa Tubuh (IMT) pada Manajer Madya.Metode: Penelitian ini adalah observasional dengan desain penelitian potong lintang. Sebanyak 49 manajer madya di Dinas Pemerintah Kota Surabaya dipilih menggunakan metode cluster sampling. Pengumpulan data menggunakan pengukuran antropometri untuk IMT, SQ-FFQ untuk asupan energi, kuesioner OSI-R untuk stres kerja serta recall aktifitas fisik untuk data aktifitas fisik dan durasi waktu tidur. Analisis data menggunakan uji korelasi pearson product moment.Hasil: Penelitian menunjukkan bahwa sebagian besar responden memiliki status gizi normal (61,2%), kecukupan energi tergolong baik (47%), stres kerja tingkat sedang (69,4%), aktifitas fisik ringan (46,9%) dan sedang (46,9%) serta durasi tidur yang kurang (59,2%). Terdapat hubungan antara asupan energi (p=0,001) dan durasi waktu tidur (0,006) dengan IMT. Stres kerja (p=0,227) dan aktifitas fisik (p=0,148) tidak berhubungan dengan IMT.Kesimpulan: Semakin tinggi asupan energi dan semakin singkat durasi waktu tidur maka akan semakin tinggi IMT pada manajer madya.

The principal in schools of choice: Middle manager, entrepreneur, and symbol manager

1992 ◽  
Vol 24 (3) ◽  
pp. 165-174 ◽  
Author(s):  
Gary M. Crow
Keyword(s):  
Middle Manager ◽  
Schools Of Choice

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunu Widianto ◽  
Yetty Dwi Lestari ◽  
Beta Embriyono Adna ◽  
Badri Munir Sukoco ◽  
Mohammad Nasih
Keyword(s):  
Dynamic Capabilities ◽  
Middle Managers ◽  
Middle Manager ◽  
Organisational Performance ◽  
Content Type ◽  
Organisational Capacity ◽  
Dynamic Managerial Capabilities ◽  
Managerial Capabilities ◽  
Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

What does it mean to be a middle manager?

2006 ◽  
pp. 1-18
Keyword(s):  
Middle Manager
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