000			01439nam a2200181Ia 4500
008			181130s2018 xx 000 0 und d
100			_aBuick, Fiona
245			_aEnabling middle managers as change agents: _bwhy organisational support needs to change
260			_c2018
300			_ap.222-235.
504			_dJun
520			_aChange 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.
650			_aMiddle manager
650			_aOrganisational change
700			_aBlackman, Deboarh and Johnson, Samantha
773			_aAustralian Journal of Public Administration
906			_aMiddle manager
999			_c506860 _d506860