Enabling middle managers as change agents: why organisational support needs to change
By: Buick, Fiona.
Contributor(s): Blackman, Deboarh and Johnson, Samantha.
Material type:
BookPublisher: 2018Description: p.222-235.Subject(s): Middle manager | Organisational change
In:
Australian Journal of Public AdministrationSummary: Change efforts frequently fail to achieve their desired outcome with failure often attributed to employee resistance to change. Literature on resistance indicates it can emerge from ineffective change management. This article argues that change management could be improved through middle managers actively undertaking a change intermediary role, thereby enabling employees to make sense of, and reframe, the change. Qualitative data is used to explore the extent to which middle managers had the capacity and support necessary to effectively implement change. The article concludes by proposing that managers who are actively engaged change agents, who frame and make sense of the change with employees, can reduce resistance. However, for this to be realised, organisations need to actively support the systematic development of middle management change management capabilities. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 77(2), Jun, 2018: p.222-235. | Available | AR118655 |
Jun
Change efforts frequently fail to achieve their desired outcome with failure often attributed to employee resistance to change. Literature on resistance indicates it can emerge from ineffective change management. This article argues that change management could be improved through middle managers actively undertaking a change intermediary role, thereby enabling employees to make sense of, and reframe, the change. Qualitative data is used to explore the extent to which middle managers had the capacity and support necessary to effectively implement change. The article concludes by proposing that managers who are actively engaged change agents, who frame and make sense of the change with employees, can reduce resistance. However, for this to be realised, organisations need to actively support the systematic development of middle management change management capabilities. - Reproduced.
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