Comparing with CEO, the role of middle manager seems trivial, a drop in the ocean, but I agree with the Lecturer’s opinion that in knowledge intensive industries middle managers are definitely needed. Personally, I had working experience, I couldn’t talk to the top mangers directly but I have many chances to share my opinions with middle managers. And I think middle manager always exist no matter the structure of organization it is, always some people in between work as negotiator, interpreter.
Middle managers act as intermediary within the organization between the top management and low layer employees (Balogun. J, 2003). According to Balogun, middle managers are acting as a strategic asset. And it is mentioned in the lecture that middle managers are big contributors to strategy development and execution. But the thing is that it requires senor manager’s acknowledgement. Middle managers are given information about the new structure and job role during the appointment process, which are granted by senior managers. Middle managers should understand first, and enhance their understanding of strategies or business concepts through their activities with their peers, with employees, and themselves.
Several tools were mentioned in the class, for example, vision, goal/target, business plan, interface description, feedback, etc. Each tool is effective to influence the business, and its effectiveness is based on the friendly environment of inclusion and motivation. High quality of communication system might be a method to make middle manager get included. But middle managers may either be excluded or included in such “strategic conversations”. It is addressed by the researcher Westley (1990) if organizations want a middle management group that is responsive, they need greater sensitivity to how meaning is made in organizations and how to include middle management as actors in that process. Correspondingly, middle managers’ emotions are stricken if they are not recognized for attention. And the role of middle mangers in radical change directly affects the operational continuity. To maintain operational continuity during radical change, middle managers’ emotions have to be carefully managed (Huy, 2002).
To sum up, the value of middle manager can not be denied. And they are assets in the organization. Keep them, motivate them, value them, and you will get great return. Especially for the senior managers, they should realize their value and harness the potentials from middle managers.
Reference:
Balogun, J. (2003) From Blaming the middle to harnessing its potential: Creating change intermediaries, British Journal of Management, Vol. 14, 69-83
Westley Frances R. (1990) Middle managers and strategy: Microdynamics of inclusion, Strategic Management Journal, Vol. 11, 337-351
Huy, N. Q. (2002) Emotional Balancing of Organizational Continuity and Radical Change, Administrative Science Quarterly, 47(1), 31-69
Middle managers act as intermediary within the organization between the top management and low layer employees (Balogun. J, 2003). According to Balogun, middle managers are acting as a strategic asset. And it is mentioned in the lecture that middle managers are big contributors to strategy development and execution. But the thing is that it requires senor manager’s acknowledgement. Middle managers are given information about the new structure and job role during the appointment process, which are granted by senior managers. Middle managers should understand first, and enhance their understanding of strategies or business concepts through their activities with their peers, with employees, and themselves.
Several tools were mentioned in the class, for example, vision, goal/target, business plan, interface description, feedback, etc. Each tool is effective to influence the business, and its effectiveness is based on the friendly environment of inclusion and motivation. High quality of communication system might be a method to make middle manager get included. But middle managers may either be excluded or included in such “strategic conversations”. It is addressed by the researcher Westley (1990) if organizations want a middle management group that is responsive, they need greater sensitivity to how meaning is made in organizations and how to include middle management as actors in that process. Correspondingly, middle managers’ emotions are stricken if they are not recognized for attention. And the role of middle mangers in radical change directly affects the operational continuity. To maintain operational continuity during radical change, middle managers’ emotions have to be carefully managed (Huy, 2002).
To sum up, the value of middle manager can not be denied. And they are assets in the organization. Keep them, motivate them, value them, and you will get great return. Especially for the senior managers, they should realize their value and harness the potentials from middle managers.
Reference:
Balogun, J. (2003) From Blaming the middle to harnessing its potential: Creating change intermediaries, British Journal of Management, Vol. 14, 69-83
Westley Frances R. (1990) Middle managers and strategy: Microdynamics of inclusion, Strategic Management Journal, Vol. 11, 337-351
Huy, N. Q. (2002) Emotional Balancing of Organizational Continuity and Radical Change, Administrative Science Quarterly, 47(1), 31-69
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