Management as a Limit to Organizational Change

2015 ◽  
pp. 52-73
Author(s):  
David R. King
Keyword(s):  
Organizational Change ◽  
Middle Managers ◽  
Inherent Difficulty ◽  
Research And Practice ◽  
Organizational Challenges ◽  
Organizational Identities ◽  
Top Managers ◽  
Conflicting Demands ◽  
Successful Change ◽  
Direct Change

Acquisitions inherently involve change, but the success of desired change varies. This reflects the inherent difficulty of organizational change and attempts to maintain a fit with an organization's environment. A possible limitation to successful change is that the managers responsible for it face conflicting demands. This chapter develops multiple ways that acquisition circumstances and involved managers can limit organizational change. For example, middle managers can have information about organizational challenges but not the authority to direct change, while top managers have the authority but face implementation constraints. Acquisitions may also offer a solution to these challenges through the reconfiguration of a firm's management to increase management perspectives and to update organizational identities. Implications for management research and practice are discussed.

Management as a Limit to Organizational Change

2016 ◽  
pp. 1730-1749
Author(s):  
David R. King
Keyword(s):  
Organizational Change ◽  
Middle Managers ◽  
Inherent Difficulty ◽  
Research And Practice ◽  
Organizational Challenges ◽  
Organizational Identities ◽  
Top Managers ◽  
Conflicting Demands ◽  
Successful Change ◽  
Direct Change

Acquisitions inherently involve change, but the success of desired change varies. This reflects the inherent difficulty of organizational change and attempts to maintain a fit with an organization's environment. A possible limitation to successful change is that the managers responsible for it face conflicting demands. This chapter develops multiple ways that acquisition circumstances and involved managers can limit organizational change. For example, middle managers can have information about organizational challenges but not the authority to direct change, while top managers have the authority but face implementation constraints. Acquisitions may also offer a solution to these challenges through the reconfiguration of a firm's management to increase management perspectives and to update organizational identities. Implications for management research and practice are discussed.

scholarly journals Seven steps to successful change: How a large academic medical center prepared patients for organizational change

2019 ◽  
Vol 6 (3) ◽  
pp. 129-138
Author(s):  
Brian Carlson ◽  
Madison Agee ◽  
Terrell Smith ◽  
Paul Sternberg ◽  
Jason Morgan
Keyword(s):  
Organizational Change ◽  
Medical Center ◽  
Academic Medical Center ◽  
Academic Medical ◽  
Successful Change

Knowledge Management to Promote Organizational Change in India

2010 ◽  
pp. 308-324
Author(s):  
Juha Kettunen ◽  
Manodip Ray Chaudhuri
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Environmental Change ◽  
Change Management ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Business Intelligence ◽  
General Framework ◽  
Strategy Process ◽  
Successful Change

This chapter contributes to the literature of knowledge management by providing a conceptual framework to promote organizational change. The chapter demonstrates that knowledge management can be used as a general framework which integrates the approaches of strategic and change management. A business company is an organization that must continually respond to environmental change and adjust to fluctuations to gain competitive advantage. Business intelligence produces tacit and explicit information about the markets that are used in the strategy process. The tools of change management provided in this chapter can be used in different kinds of organisations to increase competitiveness for the future. In addition, this chapter presents cases of successful change management. This chapter is useful for those who want to enhance change to increase competitive advantage of companies and other organisations.

scholarly journals The politics of sensemaking and sensegiving at work

2014 ◽  
Vol 26 (1) ◽  
pp. 3-21 ◽  
Author(s):  
Cathrine Filstad
Keyword(s):  
Leadership Style ◽  
Middle Managers ◽  
Middle Management ◽  
Top Management ◽  
Content Type ◽  
Political Activities ◽  
Political Processes ◽  
Top Managers ◽  
New Knowledge ◽  
Depth Interviews

Purpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Design/methodology/approach – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers' political activities of excluding others from the decision process affect their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers' political activities were to accept top managers' sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers' sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Research limitations/implications – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries' cultural differences concerning leadership style, openness in decisions and employee autonomy. Originality/value – To the author's knowledge, no studies identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, the author believes that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees.

How and when environmental regulation induces middle managers’ proactive behavior

2019 ◽  
Vol 24 (5) ◽  
pp. 438-452
Author(s):  
Haixu Bao ◽  
Haizhen (Jane) Wang ◽  
Chenglin Sun
Keyword(s):  
Environmental Regulation ◽  
Middle Managers ◽  
Listed Company ◽  
Proactive Behavior ◽  
Cross Sectional Survey ◽  
Bottom Line ◽  
Cross Sectional ◽  
Content Type ◽  
Top Managers ◽  
Regulation Strength

Purpose The purpose of this paper is to explore how middle managers respond to the career challenges caused by environmental regulation. In particular, this paper examines whether environmental regulation strength is positively related to middle managers’ openness toward change, and whether middle managers’ openness toward change is positively related to proactive behavior. Furthermore, the moderating role of top managers’ bottom-line mentality in these two relationships is examined. Design/methodology/approach Cross-sectional survey research (n=155) was conducted. During a training program, data were collected from 155 middle managers from a listed company that manufactures primary products. With these data the authors examined the main relationship and also explored the moderating effect of top managers’ bottom-line mentality. Findings Analysis of the findings indicates that perceived environmental regulation strength influences middle managers’ openness toward change and consequently their proactive behavior. In addition, top managers’ bottom-line mentality moderates both the link between environmental regulation strength and openness toward change and the link between openness toward change and proactive behavior. Originality/value The findings of this study reveal how environmental regulation induces middle managers’ proactive behavior, and the influence of top managers’ mentality on how middle managers respond to environmental regulation both cognitively and behaviorally.

scholarly journals Work—life initiatives and organizational change: Overcoming mixed messages to move from the margin to the mainstream

2009 ◽  
Vol 63 (1) ◽  
pp. 3-19 ◽  
Author(s):  
Ellen Ernst Kossek ◽  
Suzan Lewis ◽  
Leslie B Hammer
Keyword(s):  
Organizational Change ◽  
Work Life ◽  
Organizational Adaptation ◽  
Cultural Work ◽  
Life Changes ◽  
Organizational Challenges ◽  
Human Resource Policies ◽  
Work Intensification ◽  
Mixed Messages ◽  
Work Family

This article examines perspectives on employer work—life initiatives as potential organizational change phenomena. Work—life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors. While work—life initiatives serve a purpose in highlighting the need for organizational adaptation to changing relationships between work, family, and personal life, we argue they usually are marginalized rather than mainstreamed into organizational systems. We note mixed consequences of work—life initiatives for individuals and organizations. While they may enable employees to manage work and caregiving, they can increase work intensification and perpetuate stereotypes of ideal workers. In order to advance the field, organizations and scholars need to frame both structural and cultural work—life changes as part of the core employment systems to enhance organizational effectiveness and not just as strategies to support disadvantaged, non-ideal workers. We conclude with an overview of the articles in this special issue.

scholarly journals Barriers to Lean Implementation: Perceptions of Top Managers, Middle Managers and Workers

Procedia CIRP ◽  
2016 ◽  
Vol 57 ◽  
pp. 595-600 ◽  
Author(s):  
Eirin Lodgaard ◽  
Jonas A. Ingvaldsen ◽  
Inger Gamme ◽  
Silje Aschehoug
Keyword(s):  
Middle Managers ◽  
Lean Implementation ◽  
Top Managers

scholarly journals Towards a New Approach to Supporting Top Managers in SPI Organizational Change Management

2013 ◽  
Vol 9 ◽  
pp. 129-138 ◽  
Author(s):  
Eduardo Herranz ◽  
Ricardo Colomo-Palacios ◽  
Antonio Amescua-Seco
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
New Approach ◽  
Organizational Change Management ◽  
Top Managers
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