Relevant bibliographies by topics / Middle managers

Academic literature on the topic 'Middle managers'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 March 2023

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Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Journal articles on the topic "Middle managers":

1

Johan, Suwinto. "Middle Career Trap." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 1 (January 10, 2020): 01. http://dx.doi.org/10.24912/jmbk.v4i1.6785.

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The aim of the paper is to study the middle career trap for white collar worker. The research will be focused on the challenges which are faced by middle management. We will use the qualitative method on the analysis. The sample are 50 midlle managers who have more than 10 years working experience. The analysis will be faced to faced interview basis. The empirical results show that more than 10% of the middle managers are facing financial problem due to life style and family issues. There is a trap for the manager to improve their capabilities due to financial problem. The trap become a hurdle for the manager to promote to next level.
2

Edwards, Christina, Gayle Garland, and John Edmonstone. "Developing middle managers." Nursing Management 8, no. 2 (May 2001): 8–9. http://dx.doi.org/10.7748/nm.8.2.8.s7.

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Torres, Juan Pablo, Camilo Drago, and Claudio Aqueveque. "Knowledge inflows effects on middle managers’ ambidexterity and performance." Management Decision 53, no. 10 (November 16, 2015): 2303–20. http://dx.doi.org/10.1108/md-04-2015-0133.

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Purpose – The purpose of this paper is to report on lab experiments conducted to determine what impact managerial top-down knowledge transfer has on a middle manager’s individual ambidexterity and decision performance. Design/methodology/approach – The authors designed an experimental approach using a business simulator to test the hypotheses with middle managers. The methodological approach provides the authors with a framework to enhance the middle manager’s understanding of how to attain superior short-term financial results by exploiting current resources, in addition to mastering new strategies to avoid a potential business bankruptcy. Findings – The results suggest that top-down managerial knowledge inflow benefits middle manager strategic decision making, as well as his/her short- and long-term performance. Nonetheless, the best short-term results were achieved by those middle managers that mastered both exploitation and exploration activities simultaneously. Originality/value – The contribution of this paper is to identify and test a control mechanism called top-down inflows that enhance middle manager’s ability to exploit current resources to increase financial performance, and exploring new strategies to avoid a business bankruptcy.
4

Mo, A.-Ra, and So-Hyun Lee. "An Exploratory on Middle Manager Roles Performance Ability Recognized by Middle Managers." Korean Journal of family welfare 22, no. 3 (September 30, 2017): 521–42. http://dx.doi.org/10.13049/kfwa.2017.22.3.7.

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Ettington, Deborah R. "SUCCESSFULLY PLATEAUED MIDDLE MANAGERS." Academy of Management Proceedings 1993, no. 1 (August 1993): 53–57. http://dx.doi.org/10.5465/ambpp.1993.10315244.

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Leader, Gillian. "Further Education Middle Managers." Educational Management Administration & Leadership 32, no. 1 (January 2004): 67–79. http://dx.doi.org/10.1177/1741143204039300.

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Zimmerer, Thomas W., and G. Stephen Taylor. "Why middle managers quit." International Journal of Value-Based Management 2, no. 1 (March 1989): 71–78. http://dx.doi.org/10.1007/bf01714971.

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Klagge, Jay. "The Leadership Role of Today's Middle Manager." Journal of Leadership Studies 3, no. 3 (July 1996): 11–19. http://dx.doi.org/10.1177/107179199700300303.

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In a previous article this author identified a leadership role for top management. In this article he sets his sights on identifying the unique leadership role of today's middle manager. This author links the role of middle management with that of today's organizational leaders in response to the simultaneous calls for unity and diversity. Is there a legitimate need for middle managers in today's flattened organizations? What role might be left for the middle manager in light of trends toward team-based operations? Can middle managers supplement the work of teams? How can middle management complement the role of organizational leaders? How should middle managers respond to today's simultaneous calls for unity and diversity? After briefly reviewing the role of organizational leaders in response to simultaneous calls for unity and diversity, the author explores the leadership role of middle management today. In preparation for identifying the tasks of the middle manager in today's organizational environment, he covers some of the costs associated with the loss of middle managers. The author concludes that middle managers in today's flattened and team-based organization bring leadership as: integrators creating organizational unity; facilitators releasing human diversity into group processes; and implementers of necessary supporting systems for recognizing and rewarding actions that foster unity and unlock diversity.
9

Johansen, Morgen S. "The Direct and Interactive Effects of Middle and Upper Managerial Quality on Organizational Performance." Administration & Society 44, no. 4 (August 22, 2011): 383–411. http://dx.doi.org/10.1177/0095399711414122.

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This article presents an empirical study of the effect of middle manager quality on organizational performance. Using 6 years of data from more than 1,000 Texas school districts, the author finds that quality middle managers positively impact performance. In exploring the relationship between quality middle and upper managers, she finds that their interaction leads to improved organizational performance. This article makes two contributions to the public management literature. First, it introduces a measure of middle manager quality that allows researchers to explore the ways middle managers affect organizational performance. Second, the findings reveal that public management research has underestimated the impact of management.
10

Petri Stenvall, Jari, Inga Nyholm, and Pasi-Heikki Rannisto. "Polyphonous leadership and middle managers." International Journal of Leadership in Public Services 10, no. 3 (August 5, 2014): 172–84. http://dx.doi.org/10.1108/ijlps-08-2014-0015.

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Purpose – The middle manager's role in an organization is important. The purpose of this paper is to determine how middle managers understand their roles in managing changes from the perspective of polyphonous leadership. Polyphonous leadership can be described as something that inspires decisions by listening to multiple voices within the organization. Design/methodology/approach – The empirical data were collected from focus groups in the City of Tampere. Participants were middle managers (n=5) at an organization providing services for young narcotic/alcoholic families and pregnant mothers. The interviewees were selected due to their assumed ability to discuss management issues and their awareness concerning the factors affecting their workers’ capacities. The second focus group was organized for May 2010 (n=5) and the third later on in May 2010 (n=7). Findings – In the Finnish context, middle managers understand polyphonous leadership as a process with a beginning and an end. The authors call this process the dominant narrative of polyphonous leadership, because there is a strong consensus amongst middle managers regarding it. In the first step, middle managers have to work as leaders of interaction. Second, they work as utilizers of diversity. In the third step, they act as decision makers and interpreters of polyphony. The final step gives them a role as conciliators of operating plans and personnel operations. Originality/value – There is not much discussion in the extant literature of how middle managers try to act as linking persons in public services infrastructures. The model of the dominant narrative on polyphonous leadership is new in the literature.
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Journal articles Dissertations / Theses Books

Dissertations / Theses on the topic "Middle managers":

1

Lagerman, Moa, and Mikael Pietilä. "Middle Managers : Facing Everyday Challenges." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-140.

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Many industries have gone through changes in the last decades, everyone involved have been affected but few have encountered the same amount of changes as the middle managers. Being in the centre of the organisation, torn between wills, middle managers have struggled during the last years to redefine their job. There exists research describing their workdays, what they do and how they spend their time, but we have not found any study that has tried to investigate what challenges the middle managers face.

The purpose of this study is to identify the challenges faced by internally-promoted middle managers.

This thesis uses an inductive approach to fulfil the purpose; the main motivation for the chosen approach is the authors’ reluctance to let any existing theories guide the process. Instead, it is now believed to capture what middle managers actually find challenging and not reject or confirm the work of others which are not directly aimed at the same problem area. The empirical material has been gathered by using qualitative semi-structured interviews with eight middle managers in the auditing industry.

We consider the greatest challenges faced by middle managers to be prioritising in situations of limited time. Since the middle managers tend to leave internal issue to be handled later and instead put their primary focus on customers; relational related issues are found very challenging. Among these; finding a proper level for criticism, handling conflicting expectations and lead personnel in general were emphasized. Administrative related issues was also found challenging, but not to the same extent as relational related challenges. Among the administrative issues: fulfilling goals, scheduling and planning, implementing unsupported decisions, and filter information were stressed as most challenging.

2

Holm, Petra, and Sara Johansson. "Middle Managers' Planning and Perceived Stress." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-141.

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Problem: A hardening business climate all over the world has resulted in company downsizing, which in turn has increased the workload and created a more stressful workday for middle managers. This has developed a new pressure upon middle managers to manage their work days efficiently, and in order to do this they have to make good use of their restricted time. One way to handle this is to utilize more efficient planning and time allocation, which also might have an impact on middle managers’ perceived stress.

Purpose: The purpose of this thesis is to describe and analyze everyday planning and its potential impact upon the perceived stress among middle managers in medium sized organizations.

Method: We use a qualitative method in this study and, in order to receive the information needed, ten middle managers from five different companies have been interviewed. The middle managers work at medium sized manufacturing companies located in the Jönköping region. The empirical material is analyzed together with the frame of reference which constitutes the basis for the conclusions.

Result: From the study it can be concluded that middle managers feel that it would be almost impossible to manage their work days without planning. All middle managers claim that they are in control of the work days, but it seem like it is often occurring that upcoming projects, assignments, or different unexpected occurrences instead control their days. The middle managers experience stress originating from both social and emotional stressors, and since the feelings of experienced time stress are often occurring, a conclusion may be that the middle managers perceived stress can be related to their planning.

3

Månsson, Ulf. "Stress : The Middle Managers everday life." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-89.

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Flera undersökningar åskådliggör att organisationsstruktur spelar en avgörande roll och påverkar anställdas attityder och arbetsresultat. Organisationskultur beskriver hur medlemmarna upplever organisationens karaktär och har en starkt motiverande effekt hos organisationens medarbetare. De humana organisationerna är de effektivaste och undersökningar styrker argumentet att ledare påverkar sina anställdas arbetstillfredsställelse och arbetsresultat. Med anledning av detta är det förhållandevis logiskt att de framgångsrikaste ledarna medvetet skapar en stark organisationskultur på sin arbetsplats.

Arbetstillfredsställelse har likheter med organisationskultur, men organisationskultur är beskrivande medan arbetsillfredsställelse är utvärderande. Vidare finns det samband mellan motivation och arbetstillfredsställelse. Arbetstillfredsställelse är ett resultat av det förflutna medan motivation är en förväntning avseende framtida händelser. Stress är en individuell process och faktumet att stressfaktorerna är additiva, medför att organisationerna måste ta hänsyn till den totala mängden stress som den anställde utsätts för. Vidare påvisar undersökningar att stressade ledare skapar stressade organisationer och anställda.

Syftet med studien är att beskriva hur mellanchefer vid Kriminalvården i Tidaholm upplever förväntningar från organisationen och organisationens anställda, samt hur detta på-verkar mellanchefernas individuella situation ur ett stress perspektiv.

Syftet uppfylls genom att applicera en kvalitativ ansats i vilken data insamlades genom personliga intervjuer. Målgruppen för undersökningen utgjordes nio mellanchefer (kriminalvårdsinspektörer), vilka hade samma chefer men olika arbetsuppgifter. Resultaten från studien visar att arbetsbelastning och tidsbrist är källor till stress. Tillsammans skapade dessa faktorer en upplevd känsla av otillräcklighet. Vidare klargjordes att bristfälligt ledarskap och känslan av osäkerhet var viktiga stressfaktorer. Internernas beteende kunde också skapa stressfulla situationer. Det fanns även exempel på dåliga erfarenheter när flera orutinerade medarbetare arbetade tillsammans. Stress vilken kunde härledas från överordnade bearbetades likartat av respondenterna, medan stress från underordnade bearbetades olika. Samtliga Kriminalvårdinspektörer menade att stress påverkar ledarskapet. Deras uppfattning hur stress påverkar överordnades och eget ledarskap varierade. Mellancheferna i denna studie besvärades av arbetsuppgifter vilka skickades direkt från Kriminalvårdsstyrelsen. Denna typ av uppgifter och ansvarsfördelning var svår att påverka. Vidare föreföll det inte vara ovanligt att denna typ av arbetsuppgifter utretts vid ett tidigare tillfälle. Dessa händelser indikerar att organisationen har klassiska problem att leda kunskap, såsom att lagra, handha, fördela, och sprida kunskap. I denna studie vandrar stress i båda riktningar, från botten mot toppen, eller från toppen mot botten.


Several investigations illustrate that the organizational structure has a mayor impact on worker attitudes and performance. Organizational culture describes how members experience the organizations characteristics and has a strong motivating effect to the organiza-tions employees. The most human organizations are more efficient and research strengthens the argument that leaders affect their subordinates job satisfaction and performance. It is then logical why the most successful leaders have created strong organizational cultures.

The approach job satisfaction has similarities with organizational culture but organizational culture is descriptive, while job satisfaction is evaluative. Further is there a relationship between motivation and satisfaction, even if they not are exactly comparable, actually they are quite different. Satisfaction is namely an outcome of the past and motivation is an expectation about the future. Stress is an individual process and the fact that stressors are additive means that the organizations have to consider the total sum stress an employee is exposed to. Furthermore illustrates research that stressed leaders create stressed organizations and employees.

The purpose of this thesis is to describe how middle managers in The Prison and Probation Service in Tidaholm perceive the expectations, from the organization and the organizations employees, and how this affects the middle managers individual situation from a perspective of stress.

The purpose was fulfilled by applying a qualitative research approach where data was collected through interviews. The target group included nine Middle managers (kriminalvårdsinspektörer) who had same superior managers but different working tasks. The results of the study indicates that workload was a source of stress and time was perceived to be a limit. This together created a feeling of insufficiency. Further were unclear leadership and the feeling of uncertainty important stress factors. The prisoners’ behaviour could also create stressful situations and there were bad experiences when several inexperienced employees worked together. Stress created from superiors was handled identically, while stress from subordinates was worked on differently. The respondents agreed that stress affects leadership. The opinions differed concerning how it affected their superiors- and their own leadership. What concerned the Middle managers were the assignments that came directly from the Kriminalvårdsstyrelsen. This flow of responsibilities and tasks were hard to affect. Often were the assignments investigated earlier, which indicates that the organization has classical knowledge management problems, like to store, handle and spread knowledge. In this study walks stress in both directions, from the bottom to the top, or from the top to the bottom.

4

Payaud, Marielle Audrey. "Formation des stratégies et middle managers /." Paris ; Budapest ; Torino : l'Harmattan, 2005. http://catalogue.bnf.fr/ark:/12148/cb39991765s.

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Gatt, Rebecca Maria. "Managing from the middle : a labour process analysis of middle managers." Thesis, University of Leicester, 2018. http://hdl.handle.net/2381/41210.

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This thesis examines the labour process (LP) of middle managers (MMs) in a large public sector organisation in Malta. The role of MMs, at least in Anglo-American countries, tends to stretch across management functions (controlling subordinate employees and coordinating work) and labour functions. In the case of Malta, however, the general management functions have not been separated from specialist expert functions which impacts upon the LP of MMs. The MMs analysed in this study were specialist managers, performing a dual-role as managers and experts. As a consequence of the considerable specialised technical functions, professional expertise (PE) - a combination of knowledge, skills and experience - becomes significant and reshapes the terrain on which struggles over LP control takes place. The thesis argues that PE consolidates MMs’ expert role and supports their managerial role. Leverage over the technical coordination of the LP within the organisation’s specialised units is used in the social coordination and control of the LP. In order to investigate tensions between the roles of MMs, in-depth interviews were conducted in the case study organisation with MMs as well as their own managers and subordinate employees. It is found that MMs are not deskilled but subject to a hybrid set of control practices, particularly aspects of professional control. MMs were able to use their PE to draw boundaries, uphold their standing and preserve their autonomy. This autonomy, gained through MMs’ own professional resources, allows them to closely align with top managers’ interests. Although MMs tended to be unionised, they preferred to oppose (‘misbehave’) individually and informally, without obstructing the operations they were managing. In line with previous research on MMs, this thesis emphasises their alignment with management; yet, it also contributes to this literature, highlighting how the non-separation of general management and specialist expert functions accord them much greater autonomy in the LP and tend to weaken managerialism.
6

Wilson, Richard James. "Explaining middle managers' responses to change initiatives." Thesis, Lancaster University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.413796.

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ARDUINI, SILVIO CARLOS. "The oragnizational role of Brazilian middle managers." Doctoral thesis, Università Bocconi, 2007. http://hdl.handle.net/11565/4051014.

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Fadhl, Abraheem Qassim. "ETHICAL PRACTICES OF THE MIDDLE MANAGERS IN A SOUTH AFRICAN UNIVERSITY." University of the Western Cape, 2019. http://hdl.handle.net/11394/7653.

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Magister Commercii - MCom
Middle managers play an important role in contemporary organisations, particularly in Higher Education Institutions (HEIs). Research on middle managers in a HEI environment suggests that their roles, work practice and identities are under-researched. Middle managers occupy a central position in organisational hierarchies where they are responsible for implementing senior management plans. In HEIs in SA academic middle managers/heads of departments (HODs) face many challenges that are not commonly found in conventional organisations. In this qualitative study the contribution is based on the participants’ experiences in relation to an increasingly diverse workload and responsibilities. Using a fluid conceptualisation of identity and subjectivity, the researcher argues that academic middle managers are engaged in ethical and political practices through demands in the workplace. Drawing on theories on ethics put forward by Foucault, Levinas & Critchley, various aspects of ethics of ‘the self’ and ethics of ‘the other’ in relation to academic middle managers’ identities and practices are discussed. A case study was used with a cross-sectional research design to gather the data on academic middle managers in a single faculty in a South African HEI. Information gathered particularly focussed on the implementation of ethical practices. The findings show that middle managers’ work practices were dependent on their ethical goals and aspirations.
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Englund, Jenny, and Lisa Bäckvall. "Middle Management : Constraints and Enablers for Middle Managers' Sensemaking and Sensegiving Process." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-873.

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As a result of organizational restructuring, the role of the middle managers has changed over time. Studies of change processes have increasingly placed focus on middle managers. According to researchers, middle managers play a key role in implementing the change. When putting the change into practice, there are factors affecting the middle managers. However, further research is needed regarding what constrains and enables the middle manager in these change processes.

Therefore, the purpose of this thesis is to explore the sensemaking and sensegiving process during organizational change, with focus on middle managers. To answer to the purpose, a theoretical model combining Balogun and Johnson’s (2005), Nonaka and Takeuchi’s (1995) models and theories of middle management is developed. By using the model we analyze the centralization of the accounting departments at the Swedish energy company Vattenfall. This change process constitutes the case of this thesis.

The empirical findings are based on ten interviews and two group discussions with top management, middle managers, co-workers as well as other key actors in the project providing trustworthiness to our study. A qualitative method using an abductive approach is used in the thesis to explore the actors’ interpretation of the change and capture the complexity of the case.

The conclusion includes enablers and constraints during the sensemaking and sensegiving process for the middle managers during the centralization of Vattenfall’s accounting departments. The identified enablers are the communication channels, a middle manager’s awareness of employees’ approach of making sense, the provided tools used to adjust working processes, some Business Units’ initial negative attitude towards the change, as well as the rejuvenated spirit. Finally, the middle managers themselves enabled the change as a result of their unique role in the organization.

On the other hand, the recognized constraints in the sensemaking and sensegiving process of the middle managers are; concerns regarding middle managers’ future employment, their ‘stuck in the middle’ position, limited resources, new working processes not adopted by some co-workers, and positive attitudes that resulted to flaws in the planning at some Business Units.

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Brelsford, Noelle. "Do middle level managers contribute to strategic development? : a study of the practices of middle level managers in strategic renewal." Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/378257/.

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This qualitative research explores the third-order sensemaking practices of middle level managers that could be seen as antecedents of strategic renewal within their organisations, and whether these micro-practices are context-specific or generalisable and transferable. The intention is to answer calls for deepening our understanding of the practices of middle level managers on influencing and changing strategic actions (Jarzabkowski and Spee, 2009; Kwee et al., 2011; Mantere, 2008; Rouleau and Balogun, 2007, 2010), and contribute to the juxtaposition of the bodies of literatures on strategic renewal, Strategy-as-practice, middle level managers and sensemaking. The every day micro-practices of middle level managers have the potential for far-reaching consequences at a macro-level on their organisation’s competitive advantage. The important role of middle level managers in strategy processes has been recognised for a considerable time (Bower, 1970; Burgelman, 1983; Floyd and Lane 2000; Floyd and Wooldridge, 1992, 1997; Nonaka, 1998). However, it has only been in the last decade that there has been a sizeable increase in the literature which discusses the role of middle level managers in strategy processes, viewing them as key strategic actors (Currie and Procter, 2005). In addition, there is also increasing focus on the role of middle level managers emerging from within a number of key process themes in the strategy literature: Strategy-as-practice (Jarzabkowski, 2005, 2008; Jarzabkowski and Spee, 2009; Johnson et al., 2003, 2007; Whittington, 1996, 2003); strategic renewal (Agarwal and Helfat, 2009; Kwee et al., 2011); and sensemaking (Maitlis and Sonenshein, 2010; Rouleau and Balogun, 2007, 2010). This socially constructed qualitative strategic management research (Patton, 2002) is looking at the phenomenon that preceeds and gives rise to strategic renewal, a second-order change process, through the sensemaking practices of 40 middle level managers in different change contexts, combined with an interpretivist approach. Interviews were held with 40 middle level managers involved in organisational transformation. The interviews intended to provide explanatory depth and causal insight to the complex, inter-related and dynamic phenomena in this study (Sayer,1992; 2000), and the agency of the middle level managers (Archer, 2007). Findings indicate that middle level managers’ formal conscious sensemaking practices are more likely to contribute to exploitation, whilst informal sub-conscious sensemaking practices are more likely to contribute to exploration within strategic renewal. Evidence is emerging that ‘issue recognition’ and ‘feeling emotions’ with related informal and sub-conscious sensemaking mechanisms have greater causal effects on renewal, and that enabling factors such as organisational size, diversity and culture, as well as external influences, underpin third-order sensemaking processes among middle level managers.
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Books on the topic "Middle managers":

1

Frédéric, Livian Yves, and Burgoyne John, eds. Middle managers in Europe. London: Routledge, 1997.

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Farquhar, Carolyn R. Middle managers are back: How companies have come to value their middle managers again. Ottawa: Conference Board of Canada, 1998.

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Community Board Program (U.S.), ed. Training middle school conflict managers. San Francisco, Calif: The Community Board Program, Inc., 1986.

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Franzén, Härje. How to manage managers: A workbook for middle managers. London: McGraw-Hill, 1994.

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Dopson, Sue. What is happening to middle management. Oxford: Templeton College, 1989.

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Stumpf, Stephen A. Taking charge: Strategic leadership in the middle game. Englewood Cliffs, NJ: Prentice Hall, 1992.

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Payaud, Marielle Audrey. Formation des stratégies et middle managers. Paris: Harmattan, 2005.

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Lopez, H. The career development of middle managers. Manchester: UMIST, 1995.

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Ryan, Aisling. Whether women in middle management experience common and different stressors to their male counterparts. Dublin: University College Dublin, 1991.

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Newell, Helen. Middle management careers: A case study of the experience of middle managers in British Telecom. Coventry: Industrial Relations Research Unit, University of Warwick, 1995.

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Book chapters on the topic "Middle managers":

1

Stewart, Rosemary, Jean-Louis Barsoux, Alfred Kieser, Hans-Dieter Ganter, and Peter Walgenbach. "What Middle Managers Do." In Managing in Britain and Germany, 88–127. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23584-1_5.

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Han, Yulan. "The Survival Wisdom of Middle Managers." In Understanding Chinese Firms from Multiple Perspectives, 177–98. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54417-0_7.

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Reke, Eivind, and Nadja Böhlmann. "Developing Middle Managers with Gemba Training." In Learning in the Digital Era, 271–77. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-92934-3_27.

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Ganter, Hans-Dieter, and Peter Walgenbach. "Middle Managers: Differences between Britain and Germany." In Challenges for European Management in a Global Context, 165–88. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9780230510180_8.

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Van Thuyne, Gilles, Tom Uvin, Renata Petrevska Nechkoska, and Geert Poels. "Denica 2.0 and Tactical Management Information System (TMIS)." In Contributions to Management Science, 29–65. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-11065-8_2.

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AbstractMiddle managers are often operating in complex and fast-moving environments, resulting in having to deal with enormous challenges in a short span of time, maneuvering diverse and numerous “givens” and aiming to achieve specific goals. These challenges are very diverse and require support tailored to the needs and characteristics of middle management. Due to the lack of tailored tools, middle managers often use methods that were originally designed for strategic or operational management, which they then adapt as best as possible to fit their tactical management needs. We thus see middle managers as the prototype of managers that have tactical management responsibilities, even though tactical management issues are also faced by executive, operational, and project managers. In a fast-changing world, heavily impacted by globalization and digitization, adaptability is one of the most essential characteristics of a middle manager. However, because of the lack of methods and systems tailored specifically to the tactical management level, middle managers are often not sufficiently supported to be able to deal with numerous givens, unpredictability, and a dynamic, turbulent, and complex environment. Hence, they lack proper support for being adaptable.
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Stewart, Rosemary, Jean-Louis Barsoux, Alfred Kieser, Hans-Dieter Ganter, and Peter Walgenbach. "Demands, Constraints and Choices of Middle Managers’ Jobs." In Managing in Britain and Germany, 64–87. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23584-1_4.

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Pullen, Alison. "Management in Three Movements: Theorizing Middle Managers’ Subjectivities." In Managing Identity, 31–52. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230511644_3.

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Boffo, Stefano. "Middle-Level University Managers in Italy: An Ambiguous Transition." In Higher Education Dynamics, 103–17. Dordrecht: Springer Netherlands, 2010. http://dx.doi.org/10.1007/978-90-481-9163-5_6.

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Hyde, Paula, Edward Granter, Leo McCann, and John Hassard. "The Lost Health Service Tribe:In Search of Middle Managers." In The Reform of Health Care, 7–20. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230355026_2.

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Lleo-de-Nalda, Álvaro, José Ignacio Terrés Goena, Elisabeth Viles Díez, and Javier Santos. "Which 4.0 Professional Competencies Should Develop Middle Managers and Operators?" In Lecture Notes in Management and Industrial Engineering, 3–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44530-0_1.

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Conference papers on the topic "Middle managers":

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Jia, JunYing, and Jianxin Shi. "Review on middle managers' performance appraisal." In 2015 3rd International Conference on Education, Management, Arts, Economics and Social Science. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemaess-15.2016.148.

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Purwaningrum, Evi Kurniasari, Fendy Suhariadi, and Fajrianthi. "Middle Managers' Commitment to Change after Downsizing." In International Conference on Psychology in Health, Educational, Social, and Organizational Settings. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008586001080114.

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HARRINGTON, STEVE. "Process management - A TQM approach for middle managers." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3210.

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Khon, Natalya, Alla Kim, and Zhanerke Aidossova. "Problem Solving Design for Emotional Intelligence Training of Middle Managers." In ICEEPSY 2016 International Conference on Education and Educational Conference. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.11.71.

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Sasaki, Yasuhiro, Masaaki Kunigami, and Takao Terano. "Uncovering the Competency of Middle Managers in Different Business Environments." In KMO '16: The 11th International Knowledge Management in Organizations Conference. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2925995.2926033.

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Zhang, Jingde, Meicui Wang, and Feifei Li. "An Empirical Investigation of Competency Construct Model of Middle-Level Managers." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5578092.

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Kaiming, Zhang. "Research on the Competence and Quality Model of Huawei’s Middle Managers." In 2021 International Conference on Enterprise Management and Economic Development (ICEMED 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210601.017.

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Stuken, Tatiana, Olga Korzhova, and Tatiana Lapina. "Time Management Skills of Middle Managers of Russian Companies: Evaluation Experience." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_123.

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Xuejiao, Li, and Zhang Yaqi. "Educational Belief and Management Dilemma of Middle Managers in Local Normal Universities." In 2021 2nd International Conference on Mental Health and Humanities Education（ICMHHE 2021）. Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210617.057.

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Ching, Gregory, and Hsiu Hui Chang. "Expanding Role of University Department Secretaries: Potential Middle Managers in the Making." In The IAFOR International Conference on Education – Hawaii 2021. The International Academic Forum(IAFOR), 2021. http://dx.doi.org/10.22492/issn.2189-1036.2021.37.

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Reports on the topic "Middle managers":

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Antràs, Pol, Luis Garicano, and Esteban Rossi-Hansberg. Organizing Offshoring: Middle Managers and Communication Costs. Cambridge, MA: National Bureau of Economic Research, May 2006. http://dx.doi.org/10.3386/w12196.

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Hjort, Jonas, Hannes Malmberg, and Todd Schoellman. The Missing Middle Managers: Labor Costs, Firm Structure, and Development. Cambridge, MA: National Bureau of Economic Research, October 2022. http://dx.doi.org/10.3386/w30592.

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Leonard, Patricia. An Identification of Important Management, Administrative, and Planning Skills and Knowledge Essential to Middle-managers Present Positions in a Variety of Urban and Rural Social Welfare Settings in Oregon. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1824.

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Huntington, Dale. Advances and challenges in postabortion care operations research: Summary report of a global meeting. Population Council, 1998. http://dx.doi.org/10.31899/rh1998.1005.

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The Global Meeting on Postabortion Care: Advances and Challenges in Operations Research was held at the Population Council’s New York office on January 19–21, 1998, to review progress made by three regional operations research (OR) projects in improving delivery of postabortion care. The resources of the three OR contracts were pooled, and, in collaboration with Ipas and the Ebert Program, approximately 65 researchers, senior program managers, and government officials from Africa, Latin America, the Middle East, and Southeast Asia were convened. Three objectives guided the planning of the meeting: review progress in the development of OR methodologies pertaining to postabortion care, identify elements in the design of new postabortion care services, and suggest future areas for postabortion care OR. The meeting was organized around the presentation of 20 papers distributed to all participants several weeks earlier. Discussants presented critical syntheses of the papers and indicated directions for future OR studies. This report presents a summary overview of the principal themes and key points drawn from the papers and discussions, organized according to the theme of each session.
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Jahromi, Maryam Eslami, and Haleh Ayatollahi. Utilization of telehealth to manage the Covid-19 pandemic in low and middle income countries: a scoping review protocol. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, August 2022. http://dx.doi.org/10.37766/inplasy2022.8.0004.

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Review question / Objective: How was telehealth utilized to manage the Covid-19 pandemic in low and middle income countries? Rationale: Low- and middle-income countries (LMICs) often experienced significant challenges in providing telehealth interventions due to limited resources and technology. A review of the literature shows that a small number of LMICs changed their management strategies during the Covid-19 pandemic and moved towards using telehealth. There is a lack of evidence about the practical implementation of telehealth in LMICs. As a result, the present study aimed to review the utilization of telehealth to manage the Covid-19 pandemic in low- and middle-income countries focusing on implementations. In this study, how to implement telehealth in LMICs in response to the COVID-19 pandemic, including telehealth platforms used, the impact, pros and barriers encountered in implementation and adoption of telehealth interventions, are reviewed. The implementation of telehealth systems in different LMICs may pose both similar and different challenges. The lessons learned from this study can be useful for improving implementation of digital health interventions including LMICs in different countries.
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Tronstad, Lusha. Aquatic invertebrate monitoring at Agate Fossil Beds National Monument: 2019 data report. National Park Service, April 2022. http://dx.doi.org/10.36967/nrds-2293128.

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Monitoring ecosystems is vital to understanding trends over time and key to detecting change so that managers can address perturbations. Freshwater streams are the lifeblood of the surrounding landscape, and their health is a measure of the overall watershed integrity. Streams are the culmination of upland processes and inputs. Degradation on the landscape as well as changes to the stream itself can be detected using biota living in these ecosystems. Aquatic invertebrates are excellent indicators of ecosystem quality because they are relatively long-lived, sessile, diverse, abundant and their tolerance to perturbation differs. Aquatic invertebrates were monitored at three sites along the Niobrara River at Agate Fossil Beds National Monument in 2019 completing 23 years of data using Hester-Dendy and Hess samplers. Hess samplers are artificial multi-plate samplers suspended in the water column to allow invertebrates to colonize and Hess samples collect invertebrates in a known area on natural substrate and vegetation. We identified 45 invertebrate taxa from four phyla (Annelida, Arthropoda, Mollusca, Nematoda) using both samplers in the Niobrara River (Appendix A and B). Hester-Dendy samplers collected 4 taxa not found in Hess samples and Hess samples collected 17 taxa not collected with Hester-Dendy samplers. Hess samples captured more (91%) than Hester-Dendy samples (62%). Crustacea, Diptera and Ephemeroptera were the most abundant groups of invertebrates collected in the Niobrara River. The proportion of Insecta, Annelida, Trichoptera and Diptera differed between Hester-Dendy and Hess samples (p < 0.05). EPT richness, proportion EPT taxa and Hilsenhoff’s Biotic Index (HBI) (p < 0.0001) differed between sampler types, but taxa richness, taxa diversity and evenness (p > 0.29) did not. We collected the highest density of invertebrates at the Agate Middle site. Agate Spring Ranch had the lowest taxa richness and HBI, and the highest proportion of EPT taxa. HBI at the sites ranged from 4.0 to 6.3 (very good to fair from Hilsenhoff 1987) using the Hester-Dendy and 5.2 to 6.9 (good to fairly poor from Hilsenhoff 1987) using the Hess sampler.
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Ciapponi, Agustín. Do skilled birth attendance and emergency obstetric care reduce stillbirths? SUPPORT, 2017. http://dx.doi.org/10.30846/1703114.

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Some 2.6 million stillbirths occur worldwide every year, and almost all of these are in low and middle income countries. A significant proportion of these stillbirths take place at home, usually in the absence of a skilled birth attendant someone with the skills needed to manage normal uncomplicated pregnancies and childbirth.
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Cooper, Christopher, Jacob McDonald, and Eric Starkey. Wadeable stream habitat monitoring at Congaree National Park: 2018 baseline report. National Park Service, June 2021. http://dx.doi.org/10.36967/nrr-2286621.

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The Southeast Coast Network (SECN) Wadeable Stream Habitat Monitoring Protocol collects data to give park resource managers insight into the status of and trends in stream and near-channel habitat conditions (McDonald et al. 2018a). Wadeable stream monitoring is currently implemented at the five SECN inland parks with wadeable streams. These parks include Horseshoe Bend National Military Park (HOBE), Kennesaw Mountain National Battlefield Park (KEMO), Ocmulgee Mounds National Historical Park (OCMU), Chattahoochee River National Recreation Area (CHAT), and Congaree National Park (CONG). Streams at Congaree National Park chosen for monitoring were specifically targeted for management interest (e.g., upstream development and land use change, visitor use of streams as canoe trails, and potential social walking trail erosion) or to provide a context for similar-sized stream(s) within the park or network (McDonald and Starkey 2018a). The objectives of the SECN wadeable stream habitat monitoring protocol are to: Determine status of upstream watershed characteristics (basin morphology) and trends in land cover that may affect stream habitat, Determine the status of and trends in benthic and near-channel habitat in selected wadeable stream reaches (e.g., bed sediment, geomorphic channel units, and large woody debris), Determine the status of and trends in cross-sectional morphology, longitudinal gradient, and sinuosity of selected wadeable stream reaches. Between June 11 and 14, 2018, data were collected at Congaree National Park to characterize the in-stream and near-channel habitat within stream reaches on Cedar Creek (CONG001, CONG002, and CONG003) and McKenzie Creek (CONG004). These data, along with the analysis of remotely sensed geographic information system (GIS) data, are presented in this report to describe and compare the watershed-, reach-, and transect-scale characteristics of these four stream reaches to each other and to selected similar-sized stream reaches at Ocmulgee Mounds National Historical Park, Kennesaw Mountain National Battlefield Park, and Chattahoochee National Recreation Area. Surveyed stream reaches at Congaree NP were compared to those previously surveyed in other parks in order to provide regional context and aid in interpretation of results. edar Creek’s watershed (CONG001, CONG002, and CONG003) drains nearly 200 square kilometers (77.22 square miles [mi2]) of the Congaree River Valley Terrace complex and upper Coastal Plain to the north of the park (Shelley 2007a, 2007b). Cedar Creek’s watershed has low slope and is covered mainly by forests and grasslands. Cedar Creek is designated an “Outstanding Resource Water” by the state of South Carolina (S.C. Code Regs. 61–68 [2014] and S.C. Code Regs. 61–69 [2012]) from the boundary of the park downstream to Wise Lake. Cedar Creek ‘upstream’ (CONG001) is located just downstream (south) of the park’s Bannister Bridge canoe landing, which is located off Old Bluff Road and south of the confluence with Meyers Creek. Cedar Creek ‘middle’ and Cedar Creek ‘downstream’ (CONG002 and CONG003, respectively) are located downstream of Cedar Creek ‘upstream’ where Cedar Creek flows into the relatively flat backswamp of the Congaree River flood plain. Based on the geomorphic and land cover characteristics of the watershed, monitored reaches on Cedar Creek are likely to flood often and drain slowly. Flooding is more likely at Cedar Creek ‘middle’ and Cedar Creek ‘downstream’ than at Cedar Creek ‘upstream.’ This is due to the higher (relative to CONG001) connectivity between the channels of the lower reaches and their out-of-channel areas. Based on bed sediment characteristics, the heterogeneity of geomorphic channel units (GCUs) within each reach, and the abundance of large woody debris (LWD), in-stream habitat within each of the surveyed reaches on Cedar Creek (CONG001–003) was classified as ‘fair to good.’ Although, there is extensive evidence of animal activity...
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Freeman, Stanley, Russell Rodriguez, Adel Al-Abed, Roni Cohen, David Ezra, and Regina Redman. Use of fungal endophytes to increase cucurbit plant performance by conferring abiotic and biotic stress tolerance. United States Department of Agriculture, January 2014. http://dx.doi.org/10.32747/2014.7613893.bard.

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Major threats to agricultural sustainability in the 21st century are drought, increasing temperatures, soil salinity and soilborne pathogens, all of which are being exacerbated by climate change and pesticide abolition and are burning issues related to agriculture in the Middle East. We have found that Class 2 fungal endophytes adapt native plants to environmental stresses (drought, heat and salt) in a habitat-specific manner, and that these endophytes can confer stress tolerance to genetically distant monocot and eudicot hosts. In the past, we generated a uv non-pathogenic endophytic mutant of Colletotrichum magna (path-1) that colonized cucurbits, induced drought tolerance and enhanced growth, and protected 85% - 100% against disease caused by certain pathogenic fungi. We propose: 1) utilizing path-1 and additional endophtyic microorganisms to be isolated from stress-tolerant local, wild cucurbit watermelon, Citrulluscolocynthis, growing in the Dead Sea and Arava desert areas, 2) generate abiotic and biotic tolerant melon crop plants, colonized by the isolated endophytes, to increase crop yields under extreme environmental conditions such as salinity, heat and drought stress, 3) manage soilborne fungal pathogens affecting curubit crop species growing in the desert areas. This is a unique and novel "systems" approach that has the potential to utilize natural plant adaptation for agricultural development. We envisage that endophyte-colonized melons will eventually be used to overcome damages caused by soilborne diseases and also for cultivation of this crop, under stress conditions, utilizing treated waste water, thus dealing with the limited resource of fresh water.
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Male Middle Managers: Linchpins of Gender Parity at Work. IEDP Ideas for Leaders, December 2015. http://dx.doi.org/10.13007/572.

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