Experiences of Managing Change - A case study of middle managers experiences of managing in a changing organization
Abstract: Abstract Title: Experiences of managing change: a case study of middle managers experiences of managing in a changing organization Submission date: 23rd of May 2014 Course: BUSN49 Degree Project in Managing People, Knowledge and Change – Master Level Authors: Adam Lindroth & Sara Borg Supervisor: Kate Sullivan, Lund University, Sweden Keywords: Change management, organizational change, middle managers, consensus culture, pressure Thesis purpose: The thesis aims to add knowledge concerning middle managers experiences of managing change. Methodology: The researchers have conducted qualitative interviews with an interpretive stance. Research Question: How do middle managers experience managing in a changing organization? Basic Findings: The interviewees experienced much pressures from multiple directions when managing in a changing organization. This made them feel squeezed and that their managing attempts many times were pointless. Conclusion: Middle managers experienced pressure and tension from top management ‘over managing’, wanting too much control and not communicating enough or clearly. They also experienced pressure and tension from a certain kind of ‘consensus culture’, which existed amongst colleagues, and from their employees, both directly from them and in wanting to be good managers through the change. All of these pressures caused the interviewees to feel squeezed and that they were sometimes managing in vain. They reacted to this experience in different ways, which were opting out, becoming cynical, playing along, and selectively opting in. However, selectively opting in seemed as the only reaction that changed their situation in any way, why middle managers in similar situations should consider this reaction.
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