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125:. The most important competency that consists of many skills. As an inherent leader, middle managers have to possess sense-making and persuading skills. They must be able to motivate, influence and guide their subordinates, become a role model for them, demonstrate the quality and the level of work contribution necessary for the organization and engage in continuous self-development and learning.
74:
previously in the strategic plans by top level managers. Moreover, the middle manager is a channel of communication within the organization, as they pass on major decisions of executives and the main goals of an organization to lower levels of employees. This contributes to better coordination between workers and makes a company more united.
194:
insinuate it with their own opinion and evaluation. Further, proximity to the boardroom makes it easy for the manager to promote their own interests, by "synthesizing" the information and presenting data from a certain strategic perspective. The same level of influence can be exploited by a middle manager towards the lower staff.
211:
The overall necessity of middle managers in an organization is questioned. They are said to be too costly, non-effective and constantly under-performing employees. It has been stated that middle managers do not carry out their main duties of linking the organization and reporting effectively, which
228:
At the same time, there is still a need in a middle manager as an employee and they continue playing a significant role in organizations, specifically in setting an overall strategy and targets. Changes in the global market forced them to become more flexible, stress-resistant, acquire new skills.
193:
Middle management is often accused of possessing too much influence. Their central position in an organization allows them to influence strategy and actions in "both upward and downward direction". When supplying information to the executive level, middle managers interpret it subjectively and may
224:
has enabled an increase in the span of control and reduced the need for middle management. Moreover, an increasing number of modern organizations are becoming flatter and downsized in pursuit of flexibility, higher competitiveness, and innovation. According to David
Williams, flat organizations
73:
and the lower (junior) levels of the organization. Due to involvement into day-to-day running of a business, middle managers have the opportunity to report valuable information and suggestions from the inside of an organization. They are in charge of putting into practice guidelines established
202:
Middle managers' reluctance to lose control in their teams and satisfaction with a settled situation could lead to their resistance in any changes in the strategy or direction of an organization. Usually, the resistance does not take an aggressive form such as refusal to carry out tasks or
77:
The primary responsibility of a middle manager is to implement a strategy, created by the executive level, in the most efficient way possible. In order to reach the target goals, a manager may adjust and interpret the initial plan. Other functions can be divided into three main categories:
212:
leads to a block of communication between different levels of staff. Thus, as rapid growth of globalization put pressures on businesses in terms of cost effectiveness and speed of information flow within the organization, middle management make companies less flexible and competitive.
109:
Strategic functions involve analyzing a subordinate group in terms of productivity and financial effectiveness, creating a strategy of improving the current situation and reporting to the executive management in the form of attending a boardroom meeting or a discussion.
88:
Middle managers are responsible for facilitating any necessary changes within an organization and creating an effective working environment. They oversee daily routines, monitor performance, and ensure that everything is done in compliance with the organization's needs.
143:. Involves managing the performance of subordinates and, specifically, the line managers, effectively, by setting clear and measurable objectives for them and provide coaching. Middle managers must be also skilled in presenting, persuading and influencing people.
184:
The role of middle management is subject to a number of criticisms. This position is often seen as unnecessary, and middle managers are blamed for holding the organization back from achieving its full potential and using their influence for their own purposes.
169:– line managers are subordinate to middle managers. Middle managers are responsible for large teams and are unable to control performance of every single individual. Thus, direct or line manager measures the team performance and reports to the middle manager.
203:
unconcealed confrontation, but result in a lack of support and eagerness to convey only those tasks, impact of which is clearly visible to the top management. This creates barriers to a growth of a company and lags the overall working process.
49:) position as middle managers are authorised to speak and act on behalf of the organisation to line managers, junior staff and customers. Included in this level of management are division, plant and department managers.
440:
Zhang, Ann Yan; Tsui, Anne S.; Song, Lynda Jiwen; Li, Chaoping; Jia, Liangding (2008). "How do I trust thee? The employee‐organization relationship, supervisory support, and middle manager trust in the organization".
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promote greater intercommunication and efficiency among workers. As a result, many organizations are being restructured, middle management is being reduced, and their roles are considered outdated and unnecessary.
99:
One of the most important functions of a middle manager is motivating, leading and inspiring their subordinates. This also includes building a team and supporting any team member when necessary.
175:– unlike line managers, who have a clear procedure of work and set of duties, middle managers have only target goals. The way of achieving those goals is decided by the manager independently.
1414:
56:
found that middle management has increased over time and that the role of middle management increasingly revolves around the task of collaboration rather than supervision.
401:
38:
and/or "specialist" line managers. Middle management is indirectly (through line management) responsible for junior staff performance and productivity.
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163:– line managers are promoted to become middle managers. Thus, middle managers enjoy greater salary, benefits and a closer position to a boardroom.
368:
Floyd, S. W.; Wooldridge, B. (1992). "Middle management involvement in strategy and its association with strategic type: A research note".
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137:. Managers should have a clear vision of the strategy implementation and be creative in overcoming the possible difficulties.
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Dopson, S.; Stewart, R. (1993). "Information technology, organizational restructuring and the future of middle management".
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Floyd, Steven W.; Wooldridge, Bill (1997). "Middle management's strategic influence and organizational performance".
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Connors, J. L.; Rom berg, T. A. (1991). "Middle management and quality control: Strategies for obstructionism".
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1043:
632:(1996). Clegg, S.; Palmer, G. (eds.). "The Axeman Cometh: the changing role and knowledge of middle managers".
131:. Ability to quickly solve the problems, make decisions under pressure and take responsibility for the outcome.
848:
477:
547:
Dutton, J. E.; Duncan, R. B. (1987). "The influence of the strategic planning process on strategic change".
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732:
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Balogun, J (2003). "From
Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries".
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Ranson, S.; Hinings, B.; Greenwood, R. (1980). "The structuring of organizational structures".
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A middle management position is often mistakenly described as a similar to the
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A number of competencies are critical to become an effective middle manager.
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470:"Middle managers, strategic sensemaking, and discursive competence"
313:
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Association of
Technology, Management, and Applied Engineering
676:"The End Of Middle Managers (And Why They'll Never Be Missed)"
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Middle managers are key for lean change in financial services
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Business / O. C. Ferrell, Geoffrey A. Hirt, Linda
Ferrell
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45:, middle management is considered to be a senior (or
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275:(6e ed.). New York, NY: McGraw-Hill. 2019.
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733:"What It's Like Being a Middle Manager Today"
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402:"The ambiguity of the middle management role"
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16:Intermediate management level of a hierarchy
248:Pragmatic Introduction to Middle Management
161:Middle manager is a semi-executive position
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156:one. However, there are some differences:
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69:A middle manager is a link between the
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411:. Manager Performance. Archived from
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634:The Politics of Management Knowledge
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1451:Bachelor of Business Administration
649:New Technology, Work and Employment
615:10.17730/humo.50.1.2w81h2l600260704
34:and responsible for "team leading"
13:
1552:Organizational behavior management
661:10.1111/j.1468-005X.1993.tb00030.x
354:. London: Oxford University Press.
250:. Amazon: eBookit. pp. 8–14.
14:
1605:
1466:Doctor of Business Administration
1456:Master of Business Administration
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468:Rouleau, L.; Balogun, J. (2011).
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491:10.1111/j.1467-6486.2010.00941.x
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298:"The Changing Role of Managers"
148:Middle manager vs. line manager
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731:Melissa Korn (5 August 2013).
352:The Functions of the Executive
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745:Freek Hermkens (3 June 2020)
702:British Journal of Management
576:Journal of Management Studies
478:Journal of Management Studies
302:American Journal of Sociology
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65:Functions of a middle manager
54:American Journal of Sociology
799:Index of management articles
549:Strategic Management Journal
409:www.managerperformance.co.uk
370:Strategic Management Journal
350:Barnard, Chester I. (1973).
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1435:Critical management studies
1298:Full range leadership model
30:that is subordinate to the
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337:New Patterns of Management
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28:hierarchical organization
1547:Organization development
1303:Management by objectives
339:. New-York: McGraw-Hill.
1328:Social entrepreneurship
1288:Earned value management
738:The Wall Street Journal
714:10.1111/1467-8551.00266
588:10.1111/1467-6486.00059
400:Dance, Anthony (2011).
246:Dance, Anthony (2019).
167:System of subordination
60:Role in an organization
1594:Management occupations
1574:Systems science portal
1517:Management development
1512:Management cybernetics
1497:Executive compensation
1333:Sustainable management
1195:Information technology
1175:Environmental resource
561:10.1002/smj.4250080202
382:10.1002/smj.4250131012
296:Zhang, Letian (2023).
222:information technology
141:Performance management
1537:Managerial psychology
1502:Management consulting
1323:Scientific management
1106:Customer relationship
794:Outline of management
1532:Managerial economics
1492:Corporate governance
1399:Oliver E. Williamson
1278:Collaborative method
52:A 2023 study in the
32:executive management
22:is the intermediate
1394:Eliyahu M. Goldratt
418:on 26 November 2013
220:The development of
1557:Pointy-haired Boss
1507:Management control
1343:Virtual management
603:Human Organization
335:Likert, R (1961).
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1461:PhD in management
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674:Williams, David.
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282:978-1-259-92945-8
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1167:On resource
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937:Performance
895:(top-level)
822:Association
630:Burrell, G.
520:(1): 1–17.
26:level of a
1371:Leadership
1354:activities
1266:approaches
1220:Technology
1140:On problem
1121:Perception
1074:Accounting
1039:production
1035:Operations
1012:department
927:Innovation
902:Capability
864:Reputation
844:Healthcare
832:Restaurant
783:Management
685:26 October
680:forbes.com
422:21 October
256:B07L4D3QB9
233:References
198:Resistance
123:Leadership
24:management
1408:Education
1380:Pioneers,
1273:Adhocracy
1238:Positions
1210:Materials
1200:Knowledge
1116:Logistics
1030:Marketing
922:Financial
892:Strategic
875:within an
873:By focus,
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499:145090455
322:0002-9602
207:Necessity
189:Influence
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104:Strategic
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1588:Category
1382:scholars
1264:Methods,
1147:Conflict
963:Facility
884:On scope
854:Military
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817:Academic
1444:Degrees
1352:Skills,
1245:Interim
1084:Records
1049:Quality
1044:Process
1014:managed
997:Program
985:Project
968:Product
947:Systems
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1131:Talent
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216:Future
1475:Other
1066:Staff
1056:Sales
978:Brand
932:Legal
839:Court
530:JSTOR
495:S2CID
473:(PDF)
416:(PDF)
405:(PDF)
1225:Time
1205:Land
1022:Line
942:Risk
687:2014
424:2014
318:ISSN
277:ISBN
252:ASIN
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