Middle Management and the Process of Change: An examination to the existence of multiple roles
Abstract: This thesis set out to examine the process of change from a middle management perspective, in order to gain further understanding of the implications of change on the role of this unique organizational position. In order to do so, this research examined the change process from an in-depth single case study perspective. What was revealed was the existence of multiple roles carried out by the middle manager, as well as a gap in existing literature on the subject. Through the identification of two formal organizational positions and the role of the change agent, this thesis was able to provide a new perspective for the examination and understanding of the implications of change processes on the middle management. The challenges of managing multiple overlapping roles in this examined case caused both emotional strain, as well as a compromise in carrying out change. The findings are hoped to trigger further research into the topic and ultimately to provide organizations with ways to improve the execution of the change process.
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