Journal articles: 'Public middle managers'

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Sudirman, Iman, Joko Siswanto, Joe Monang, and Atya Nur Aisha. "Competencies for effective public middle managers." Journal of Management Development 38, no. 5 (June 10, 2019): 421–39. http://dx.doi.org/10.1108/jmd-12-2018-0369.

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PurposeThe purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.Design/methodology/approachA total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.FindingsThis study’s findings suggest that communication, organizing, information seeking, analytical thinking and planning competencies are common competencies, but essential for effective public middle managers. Conversely, achievement orientation, leadership, directiveness, persuasiveness and innovation are competencies that characterize effective public middle managers and distinguish them from average performers. In addition, some other new competencies inductively obtained using a thematic analysis are also important for effective public managers: adherence to laws and regulations, multi-stakeholder collaboration, and technical competencies (technology management, human resource management and financial management).Research limitations/implicationsThe research was undertaken using 20 samples divided into superior and average performers; thus, it is limited to developing competency levels to new competencies.Originality/valueThis study identifies the competencies necessary for effective middle managers within the public sector context. Conducting behavioral event interviews with two distinct groups provides empirically unique behavioral evidence of competencies that characterize effective public middle managers and enables to discover new competencies.

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Glasman, Naftaly S. "Empowering middle managers in public education." Empowerment in Organizations 3, no. 4 (December 1995): 20–25. http://dx.doi.org/10.1108/09684899510100334.

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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.

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Chen, Chung-An, Evan M. Berman, and Chun-Yuan Wang. "Middle Managers’ Upward Roles in the Public Sector." Administration & Society 49, no. 5 (August 19, 2014): 700–729. http://dx.doi.org/10.1177/0095399714546326.

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Whereas previous public administration studies have focused on middle managers’ roles in implementation, this study contributes to the literature by emphasizing middle managers’ other roles, specifically, upward roles that concern (a) championing alternatives and (b) synthesizing information. We examine whether middle managers are more involved in synthesizing information than championing alternatives and test multiple levers that increase these roles at the individual, organization, and interorganizational levels. This study finds that job security, connections with stakeholders, and autonomous motivation are among the most important predictors. This study calls for taking a broader perspective on middle managers’ contributions to public organizations.

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Giauque, David. "Stress among public middle managers dealing with reforms." Journal of Health Organization and Management 30, no. 8 (November 21, 2016): 1259–83. http://dx.doi.org/10.1108/jhom-06-2016-0111.

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Purpose The purpose of this paper is to identify social and organizational antecedents of stress. This paper also investigates whether attitudes toward organizational changes and reforms might explain stress perception (SP) and mediate the relationships between social and organizational job characteristics and SP. Design/methodology/approach A quantitative approach is used to identify the relationships between the research variables. The investigated population is composed of middle managers working in Swiss public hospitals (n=720), which are currently being confronted by major reforms. Findings The findings show that perceived social support (work relationships with and support from colleagues), as well as several job characteristics (autonomy in performing tasks, flexibility in the organization of working time, degree of conflict) are significantly related to SP. Moreover, positive attitudes toward change are negatively related to stress, and mediate the relationships between perceived social support as well as job characteristics and SP. Practical implications This paper sheds light on several job characteristics which could contribute to mitigating SP among middle managers. The findings could therefore guide HRM specialists in their efforts to create a favorable work environment so as to facilitate middle managers’ activities. Originality/value The innovation of this paper is grounded in the specific population the author investigate, as the empirical inquiry concerns middle managers working in public hospitals. Moreover, this research highlights the central role of job characteristics and attitudes toward change in explaining SP.

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Giauque, David. "Attitudes Toward Organizational Change Among Public Middle Managers." Public Personnel Management 44, no. 1 (November 11, 2014): 70–98. http://dx.doi.org/10.1177/0091026014556512.

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Briggs, Ann R. J. "Middle managers in further education colleges." Journal of Educational Administration 42, no. 5 (October 2004): 586–600. http://dx.doi.org/10.1108/09578230410554089.

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Michalopoulos, Nikos, and Alexandros G. Psychogios. "Knowledge Management and Public Organizations: How Well Does the Model Apply to Greece?" Chinese Public Administration Review 2, no. 1-2 (March 2003): 64–80. http://dx.doi.org/10.22140/cpar.v2i1.2.41.

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Abstract: This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle managers are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operational duties. Middle managers are merely conduits, translating plans into action, monitoring and controlling activities to keep things on track. In other words, their role in public management is completely internal, because they have lived their lives within the functional corridors of an organization's hierarchy.

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Chinyamurindi, Willie Tafadzwa, Tinashe Chuchu, and Eugine Tafadzwa Maziriri. "Tales of challenge and resolution: narratives of women middle managers in the South African public service." Gender in Management: An International Journal 37, no. 2 (October 18, 2021): 235–50. http://dx.doi.org/10.1108/gm-04-2021-0095.

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Purpose The purpose of this study is to investigate the challenges and resolution tactics of women middle managers in the South African public service. Design/methodology/approach A qualitative research approach using semi-structured interviews was used as a data collection technique. Narrative analysis was used with a sample of 20 women middle managers working within the South African public service. Findings Narratives of challenges faced by women middle managers in the South African public service included relational issues, with a subtle undermining of women managers, challenges rooted within the socio-cultural milieu – perversely undermining the experience of being a manager and challenges stemming from public service in general such as corruption, in turn, questioning the ability of women managers to handle such. In addressing these challenges, the women middle managers exercised three individual performative actions in response to the identified challenges. These include using direct confrontation, relying on networks for guidance and relying on indirect confrontation. Research limitations/implications Sample size challenges feature as a notable limitation including the research being conducted in only one political province of South Africa. Caution should be exercised when seeking to generalise the findings to other contexts. Practical implications Understanding the challenges and resolution tactics of women middle managers can be a useful precursor to management development interventions. Originality/value The study answers call for more processual career and management development studies that help understand not only challenges but also resolution strategies. This study illustrates both the difficulty of this and ensures opportunity for the advancement of women in management.

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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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Antonius, Nicky. "People Management Trends of Australian Public Service Middle Managers." International Technology Management Review 4, no. 4 (2014): 176. http://dx.doi.org/10.2991/itmr.2014.4.4.2.

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Scott, Ian. "Public Sector Reform and Middle Managers in Hong Kong." Asian Journal of Public Administration 22, no. 2 (December 2000): 107–34. http://dx.doi.org/10.1080/02598272.2000.10800376.

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Michalopoulos, Nikos. "Knowledge management and public organizations: How well does the model apply to Greece?" Chinese Public Administration Review 2, no. 1/2 (November 1, 2016): 64. http://dx.doi.org/10.22140/cpar.v2i1/2.41.

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This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle manager are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operationsl duties. Middle managers are merely conduits, translating plans into action, monitoring and controlloin activities to keep things on track. In other words, their role in public management is completely internal, because they have lived theri lives within the functional corridors of an organzation's hierarchy.

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Blakçori, Feim, and Alexandros Psychogios. "Sensing from the middle: middle managers’ sensemaking of change process in public organizations." International Studies of Management & Organization 51, no. 4 (October 2, 2021): 328–53. http://dx.doi.org/10.1080/00208825.2021.1969136.

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Kakemam, Edris, Ali Janati, Bahram Mohaghegh, Masoumeh Gholizadeh, and Zhanming Liang. "Developing competent public hospital managers: a qualitative study from Iran." International Journal of Workplace Health Management 14, no. 2 (February 8, 2021): 149–63. http://dx.doi.org/10.1108/ijwhm-07-2020-0120.

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PurposeHospitals need highly trained and competent managers to be responsible for the strategic development, overall operation and service provision. The identification and confirmation of core management competency requirements is a fundamental first step towards developing the competent management workforce for sustainable hospital service provision. This paper reports on the finding of a recent study focusing on identifying managerial competencies required by middle and senior-level managers in the public hospitals in Iran.Design/methodology/approachThe qualitative research design included position description analysis and focus group discussions with middle and senior-level public hospital managers in Iran. When analysing the identified knowledge, skills and attitudes, the validated MCAP framework was used to guide the grouping of them into associating management competencies.FindingsThe study identified 11 to 13 key tasks required by middle and senior-level managers and confirmed that the position descriptions used by current Iranian hospitals might not truly reflect the actual core responsibilities of the management positions. The study also confirmed seven core managerial competencies required to perform these tasks effectively. These core competencies included evidence-informed decision-making; operations, administration and resource management; knowledge of healthcare environment and the organisation; interpersonal, communication qualities and relationship management; leading people and organisation; enabling and managing change and professionalism.Research limitations/implicationsCompetencies were identified based on managers' perceptions. Views and experiences of other stakeholders were not captured.Practical implicationsThe seven core management competency identified in the current study provides a clear direction of competency development among senior and middle-level managers working at the Iranian public hospitals. The study also confirms that position descriptions do not reflect the actual responsibilities of current hospital managers, which are in need to urgent review.Originality/valueThis is the first study that has identified the core managerial competencies required by middle and senior-level hospital managers in Iran.

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Cinquini, Lino, Andrea Tenucci, Cristina Campanale, and Emilio Passetti. "Understanding performance measurement in public organization under pragmatic constructivism." Proceedings of Pragmatic Constructivism 3, no. 1 (March 1, 2013): 3–22. http://dx.doi.org/10.7146/propracon.v3i1.16683.

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The aim of this paper is twofold. Firstly to explore how a constructivist pragmatic approach may be applied to understand critical aspects of performance measurement in a public organization. And secondly, to contribute in proposing some effective characteristics of the potential PMS in the same setting. To this aims we analyze how different topoi may cohabit in a Regional Authority. This topic is particular important because the convergence of different topoi is crucial for the achievement of common organizational visions and to achieve organizational goals. The investigation of topoi was supported by interviews and focus groups that involved two organizational positions of an Italian Regional Authority: Top Managers and Middle Managers. These two organizational positions were chosen because they perform different types of activities and hence we can expect different topoi. The aim of interviews and focus group was to trace values, facts, logic and communication that form the topos driving the perception of performance. Interviews involved 7 Top Managers in charge of the 7 divisions of the Region and 15 Middle Managers in charge of departments. 17 focus groups involved 90 Middle Managers in charge of responsibility areas under each department.Results underline that Top Managers and Middle Managers are driven by different topoi and have a different concept of performance at the base of their efforts: Top Managers require flexibility and professionalisms in their work, while Middle Managers require precise plans and rules. The result is that different topoi have different concepts of performance and that the performance of the Regional Authority and the contribution of organizational actors to the achievement of organizational goals result unclear and confused. Findings underline that the alignment of topoi is of utmost importance to the design of an effective PMS in the organization: increasing the communication between these two organizational levels may favor the convergence of the two topoi and increase the clarity of the Regional Authority performance goals and measures.

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Buathong, Suwimon, and Sirilak Bangchokdee. "The use of the performance measures in Thai public hospitals." Asian Review of Accounting 25, no. 4 (December 4, 2017): 472–85. http://dx.doi.org/10.1108/ara-03-2017-0043.

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Purpose The purpose of this paper is to examine the relationships between participation in performance measurement systems (PMS) and the use of performance measures; the use of performance measures and managerial performance; and participation in PMS and managerial performance in public hospitals in Thailand. Design/methodology/approach Data were collected using a mailed questionnaire. A total of 304 middle managers in public hospitals in Southern Thailand participated in the study. The data were analyzed using structural equation modeling. Findings The results reveal a positive relationship between participation in PMS and the use of performance measures, and a positive relationship between the use of performance measures and managerial performance. The results also indicate a positive relationship between participation in PMS and improved managerial performance. Practical implications Results indicate that top managers in hospitals should allow middle managers to have greater participation in their organization’s PMS. By sharing information between top and middle managers, a PMS can be developed that reflects the organization’s goals, as well as being suitable for departmental performance evaluation. This enhances PMS acceptance by middle managers, and reduces task ambiguity, leading to improved managerial performance. Originality/value As middle managers participate more in PMS, their acceptance of PMS increases. They then make greater use of both financial and non-financial performance measures to obtain comprehensive feedback about their department’s performance. This enhances their decision outcomes, resulting in improved managerial performance.

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Chen, Chung-An, and Evan Berman. "Middle Managers: Upward Strategic Roles in the Public Sector (WITHDRAWN)." Academy of Management Proceedings 2014, no. 1 (January 2014): 10385. http://dx.doi.org/10.5465/ambpp.2014.10385abstract.

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Keen, Linda, and Sarah A. Vickerstaff. "'We're all Human Resource Managers Now': Local Government Middle Managers." Public Money and Management 17, no. 3 (July 1997): 41–46. http://dx.doi.org/10.1111/1467-9302.00081.

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Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.

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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

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Gatenby, Mark, Chris Rees, Catherine Truss, Kerstin Alfes, and Emma Soane. "Managing Change, or Changing Managers? The role of middle managers in UK public service reform." Public Management Review 17, no. 8 (March 20, 2014): 1124–45. http://dx.doi.org/10.1080/14719037.2014.895028.

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Aucoin, Peter. "Middle managers-the crucial link: discussion summary." Canadian Public Administration/Administration publique du Canada 32, no. 2 (July 1989): 187–209. http://dx.doi.org/10.1111/j.1754-7121.1989.tb01352.x.

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paton, Richard. "Middle managers: upscale supervisors or emerging executives?" Canadian Public Administration/Administration publique du Canada 32, no. 2 (July 1989): 244–60. http://dx.doi.org/10.1111/j.1754-7121.1989.tb01355.x.

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Linnan, Laura, Bryan Weiner, Amanda Graham, and Karen Emmons. "Manager Beliefs regarding Worksite Health Promotion: Findings from the Working Healthy Project 2." American Journal of Health Promotion 21, no. 6 (July 2007): 521–28. http://dx.doi.org/10.4278/0890-1171-21.6.521.

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Purpose. To explore differences in manager beliefs about worksite health promotion programs (HPPs). Design. Cross-sectional written survey. Setting. Twenty-four manufacturing worksites, with 11,811 employees and 1719 eligible managers. Subjects. Sixty-six percent (1133/1719) of managers completed the survey; 1047 managers were categorized by level (169 senior, 567 middle, and 311 line supervisors). Analysis. Results are reported on overall manager beliefs (and by manager level) about importance, efficacy, barriers, and benefits of HPPs. Multilevel analysis modeled the influence of manager level, age, and experience with HPPs on beliefs about HPPs, while accounting for worksite-level effects. Results. Seventy-five percent of managers believed that offering HPPs is highly important. Eighty percent believed that HPPs improved employee health, 68% believed that they reduced health care costs, and 67% believed that they improved employee morale. Few significant differences by manager level were observed on the perceived importance of health promotion, employer responsibilities for health promotion and protection, and efficacy of health promotion strategies or perceived benefits. Senior managers (vs. line supervisors) were significantly less likely to believe that space or cost was a barrier to offering HPPs and were less likely than middle managers or line supervisors to believe that production conflicts were barriers to offering HPPs. Conclusion. Targeted interventions to address manager beliefs, including differences by age, experience, and manager level, are worth consideration when planning worksite HPPs.

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Olsen, Trude Høgvold, and Elsa Solstad. "Changes in the power balance of institutional logics: Middle managers’ responses." Journal of Management & Organization 26, no. 4 (December 26, 2017): 571–84. http://dx.doi.org/10.1017/jmo.2017.72.

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AbstractThe purpose of this paper is to explore how middle managers respond when an existing institutional logic is reinforced through radical organisational change. We analyse documents and interviews with middle managers in three public sector contexts (hospitals, upper secondary schools, municipal agencies) in which the power balance between the managerial and professional logics changed through mergers. Contrary to expectations from previous research, we found a variety of responses across contexts. Our data suggest that the middle managers chose whether to acknowledge available information about the managerial logic, and that they either accepted or rejected the new power balance between the logics. There were two different ways of accepting the new power balance: by showing loyalty or through resignation. Its rejection took the form of strategically adhering to the managerial logic as a novice, even though a middle manager was, or should have been, familiar with this logic.

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Ji, Hee Jin. "A Study on the Leadership Core Competencies of Local Civil Service Reserve Middle Managers." Forum of Public Safety and Culture 19 (November 30, 2022): 213–25. http://dx.doi.org/10.52902/kjsc.2022.19.213.

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The purpose of this study is to derive the leadership core competencies of middle manager civil servants engaged in local governments, which are public organizations, and to provide practical evidence for the continuous performance creation of middle managers on the basis of this. To this end, 134 prospective promotions of middle managers (6th grade) in the Goyang Special Municipality were derived from the self-evaluation legislation using the Leadership Core Competency Diagnostic Questionnaire (about behavior and importance when performing tasks). The results of the study showed that the personal attributes and traits of the leadership core competencies, morality, passion, responsibility, and integrity were higher than those of other competencies, and in particular, integrity and morality were higher in this study. It is hoped that the results derived from this study will be synthesized and used as a basis for effective measures of the middle manager education system and personnel system.

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Agolla, Joseph Evans, and Jacobus Burger Van Lill. "Insights into Kenya’s public sector innovation: the case of managers." International Journal of Innovation Science 9, no. 3 (September 4, 2017): 225–43. http://dx.doi.org/10.1108/ijis-11-2016-0049.

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Purpose The purpose of this paper is to assess innovation in public sector organisations (PSOs) from the middle managers’ perspectives. Several studies have been conducted on innovation drivers in organisations; however, such studies are limited when it comes to the public sector. Innovation is a term that has been synonymous with the private sector, until of late when public sector organisations adopted the terminology. Design/methodology/approach The present study adopts a qualitative approach. The findings are based on a sample of selected 16 middle managers from two PSOs in Kenya. The study relies on focus group discussions (FGDs) to collect data. The data are analysed thematically, based on categorisation. Findings First, the results identified drivers, barriers, strategies to overcome barriers, innovation outcomes/indicators and the status of innovation in Kenya’s public sector. Second, the study points to policy directions, theory and practice. Research limitations/implications The study suggests that innovation drivers in the public sector greatly depend on government and top management, particularly the way they craft policies and provide support for innovative behaviours. The current findings are limited to innovation activities of the public sector in Kenya, specifically the two organisations. Originality/value The findings from this research can aid the understanding of the nature of innovation in PSOs given that it is empirically based on middle managers’ insights.

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Hastings, Annette, Nick Bailey, Glen Bramley, Robert Croudace, and David Watkins. "‘Managing’ the Middle Classes: Urban Managers, Public Services and the Response to Middle-Class Capture." Local Government Studies 40, no. 2 (August 20, 2013): 203–23. http://dx.doi.org/10.1080/03003930.2013.815615.

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Sukoco, Badri Munir, Beta Embriyono Adna, Zainul Musthofa, Reza Ashari Nasution, and Dwi Ratmawati. "Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance." SAGE Open 12, no. 1 (January 2022): 215824402210811. http://dx.doi.org/10.1177/21582440221081132.

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The last three decades have seen the public sector move from the traditional bureaucratic model to a modern one with better services, efficiency, and accountability. To succeed in making a change, public organizations must develop their capacity for change to improve performance. Middle managers have a central role in the change process, particularly their cognitive styles (knowing, planning, and creating). This study aims to analyze how middle managers’ cognitive style contributes to the organizational performance through organizational capacity for change (OCC). The study was conducted with 75 managers along with 238 subordinates from a public organization in Indonesia. The results revealed that the creating style and organizational performance are mediated by OCC. Only creating styles positively relate to OCC, while knowing and planning styles are not. This study extends prior studies on the link between cognitive style and organizational performance by introducing OCC as the mediator.

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Justesen, Just Bendix, Pernille Eskerod, Jeanette Reffstrup Christensen, and Gisela Sjøgaard. "Implementing workplace health promotion – role of middle managers." International Journal of Workplace Health Management 10, no. 2 (April 3, 2017): 164–78. http://dx.doi.org/10.1108/ijwhm-04-2016-0030.

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Purpose The purpose of this paper is to address a missing link between top management and employees when it comes to understanding how to successfully implement and embed workplace health promotion (WHP) as a strategy within organizations: the role of the middle managers. Design/methodology/approach A conceptual framework based on review of theory is applied within an empirical multi-case study that is part of a health intervention research project on increased physical activity among office workers. The study involves six Danish organizations. Findings Middle managers play a key role in successful implementation of WHP, but feel uncertain about their role, especially when it comes to engaging with their employees. Uncertainty about their role appears to make middle managers reluctant to take action on WHP and leave further action to top management instead. Research limitations/implications Limitations included the middle managers’ low attendance at the half-day seminar on strategic health (50 percent attendance), the fact that they were all office workers and they were all from Denmark. Practical implications Middle managers ask for more knowledge and skills if they are to work with WHP in daily business. Social implications Implementing and embedding WHP as a health strategy raises ethical issues of interfering with employees’ health, is seen as the employee’s personal responsibility. Originality/value This study adds to knowledge of the difficulties of implementing and embedding WHP activities in the workplace and suggests an explicit and detailed research design.

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Samah, Safuwan. "Acceptance of Change Behaviour among Middle Managers: The Importance of Subjective Norms and Social Influence as Environmental Predictors." Asian Social Science 14, no. 2 (January 29, 2018): 155. http://dx.doi.org/10.5539/ass.v14n2p155.

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The study seeks to examine the influence of environmental-related factors among middle managers in Malaysian government organization. Specifically, this study seeks to determine the influence of subjective norms and social influence in public organizations on acceptance of change. Present study employed cross-sectional survey involving a sample of 400 Administrative and Diplomatic Officers (ADO) in Malaysian Public Service organizations. The findings highlighted that middle managers’ subjective norms in this study were significant in influencing acceptance of change but are not affected by their social pressure when changes are implemented. Practically, this investigation proffers essential effort in understanding the acceptance of change of middle managers in public service organizations. This study suggests ADO as change agents should be well informed and consulted to create social pressure among them to act in supportive ways of implementing planned change Theoretically, the results of this study append to the literature and to a certain extent provide better explanation of Theory of Reasoned Action and Social Cognitive Theory in the context of acceptance of change. The population of this study involved ADO as middle managers in Malaysian Public Service organizations thus the results cannot be generalized to other level of employees in public sector as well as private service organizations. A comparative study involving both public and private service organizations would be worth studying in future.

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Zandberg, Tjeerd, and Fernando Nieto Morales. "Public managers’ networking and innovative work behavior: the importance of career incentives." International Review of Administrative Sciences 85, no. 2 (June 28, 2017): 286–303. http://dx.doi.org/10.1177/0020852317692138.

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From theories on middle managers’ entrepreneurship in private organizations, it is known that the structural network position of middle managers influences their innovative work behavior. Our study investigates if in a governmental setting, the intra-organizational networking behavior of public managers has a similar positive influence on innovative work behavior. As networking mechanisms may depend on the particular context and organizational norms, we also investigate the influence of networking motivations. According to social network research in private enterprises, social network links can be used to advance individual careers. According to public management and Public Service Motivation theories, public managers have a collective orientation aimed at producing public goods. Therefore, we investigate if, next to intra-organizational networking, an individual career motive or a collective motivation for networking explains innovative work behavior. In a case study on public managers of a municipality in Mexico City, we find a strong influence of networking on innovative work behavior. We also find support for additional influences of individual career motives, but no evidence for collective motivations. Points for practitioners Intra-organizational networking of public managers leads to increased innovative behavior in a governmental setting. In addition, when aiming at increasing innovative behavior, individual career motives seem to have stronger positive effects than collective motivations (such as teamwork-related motivations).

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Zulkarnaen, Danny, R. Madhakomala, and Mukhtadi. "Four Important Managerial Competencies For Middle Managers As Policy Drafter (A Study of ones of the ministries middle managers as policy drafter)." Journal of Business and Behavioural Entrepreneurship 4, no. 2 (December 21, 2020): 13–23. http://dx.doi.org/10.21009/jobbe.004.2.02.

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This study is aimed to identified of important managerial competencies of middle managers as chairperson of the policy drafter through integrity, cooperation, communication, and goal orientation. This research was conducted qualitatively using the phenomenology method approach. Data was collected through questionnaires, observations, and in-depth interviews from selected respondents. The result shows a level of mastery, and most respondents agreed upon integrity (50%), cooperation (45%), communication (50%), and goal orientation (50%) are important managerial competencies as chairperson. The result of this study is useful for public service middle managers

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Currie, Graeme. "The Role of Middle Managers in Strategic Change in the Public Sector." Public Money and Management 20, no. 1 (January 2000): 17–22. http://dx.doi.org/10.1111/1467-9302.00197.

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Cooper, Simon, and Martin Kitchener. "The Role of Middle Managers in the Implementation of National Public Policy." Policy & Politics 47, no. 2 (April 26, 2019): 309–30. http://dx.doi.org/10.1332/030557318x15296527346801.

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Recent policy implementation studies have considered the processes by which the top down objectives of policy designers conflict with the bottom up responses of local actors within functional teams. Our paper extends that body of research by analysing the, hitherto underexplored, role of hybrid middle managers (HMMs) who combine their professional expertise with management responsibilities to locally forge compromises when implementing national policy interventions. Drawing from a recent study of the implementation of the Welsh national patient safety programme, this paper presents a detailed analysis of the activities deployed by HMMs to broker policy interventions within their local teams. We provide an analytical model to direct attention towards the varied activities performed by HMMs from different occupations. Our empirical findings reveal how policy implementation processes can be better understood, and planned, if HMMs are differentiated by their occupational background.

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Kowalski, Grzegorz, and Katarzyna Ślebarska. "Remote Working and Work Effectiveness: A Leader Perspective." International Journal of Environmental Research and Public Health 19, no. 22 (November 20, 2022): 15326. http://dx.doi.org/10.3390/ijerph192215326.

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Currently, job duties are massively transferred from in-person to remote working. Existing knowledge on remote working is mainly based on employees’ assessment. However, the manager’s perspective is crucial in organizations that turned into remote work for the first time facing sudden circumstances, i.e., SARS-CoV-2 pandemic. The main aim of our study was to analyze remote work effectiveness perceived by managers (N = 141) referring to three crucial aspects, i.e., manager, team, and external cooperation. We assumed the perceived benefits, limitations, and online working frequency as predictors of remote work effectiveness. Further, we analyzed the possible differences in remote work perception referring to different management levels (i.e., middle-level and lower-level). Our findings revealed a significant relationship between the benefits and effectiveness of managers and external cooperation, specifically among lower-level managers. Limitations, particularly technical and communication issues, predicted team and external cooperation effectiveness. The results showed remote work assessment as being socially diverse at the management level.

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Alhaqbani, Abdullah, Deborah M. Reed, Barbara M. Savage, and Jana Ries. "The impact of middle management commitment on improvement initiatives in public organisations." Business Process Management Journal 22, no. 5 (September 5, 2016): 924–38. http://dx.doi.org/10.1108/bpmj-01-2016-0018.

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Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.

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Bukh, Per Nikolaj, and Anne Kirstine Svanholt. "Empowering middle managers in social services using management control systems." Journal of Public Budgeting, Accounting & Financial Management 32, no. 2 (April 12, 2020): 267–89. http://dx.doi.org/10.1108/jpbafm-06-2019-0096.

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PurposeThis paper examines how a public sector organization combined management control systems (MCS) to comply with increased uncertainty and conflicting objectives of tight budget control, flexibility, and quality care simultaneously. It also analyzes how middle managers interpret management control intentions and manage conflicting objectives, and how locally developed MCS are coupled with top management goals.Design/methodology/approachThis paper uses a case-study approach, based on interviews with top and middle managements, as well as document studies conducted at a medium-sized Danish municipality.FindingsBoth constraining and enabling control systems empower middle managers and facilitate tight budget controls. Furthermore, middle managers play a crucial role in the use of MCS, develop local control systems, adjust existing control systems and influence the decisions and strategies of top management.Research limitations/implicationsThis paper is context-specific, and the role of accounting in professional work varies due to the specific techniques involved.Practical implicationsThis paper shows how MCS, including budgeting and planning systems, can be applied in social services to help middle managements obtain tight budget controls while also improving service quality.Originality/valueThis paper adds to the limited extant research on the role of middle management in a control framework and demonstrates how MCS can balance conflicting goals in social services when uncertainty increases. Furthermore, this paper shows how the vertical coupling of MCS is tight when budgeting is employed for planning purposes.

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Keen, Linda. "Markets, Quasi-Markets and Middle Managers in Local Government." Public Policy and Administration 12, no. 3 (July 1997): 42–58. http://dx.doi.org/10.1177/095207679701200304.

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Urquhart, Robin, Cynthia Kendell, Amy Folkes, Tony Reiman, Eva Grunfeld, and Geoff Porter. "Factors influencing middle managers’ commitment to the implementation of innovations in cancer care." Journal of Health Services Research & Policy 24, no. 2 (October 5, 2018): 91–99. http://dx.doi.org/10.1177/1355819618804842.

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Objective To identify and illuminate influences on middle managers’ commitment to innovation implementation. Methods A qualitative study was conducted, employing the methods of grounded theory. Semi-structured interviews were used to collect data from middle managers (n = 15) in Nova Scotia and New Brunswick, Canada. Data were collected and analysed concurrently, using an inductive constant comparative approach. Data collection and analysis continued until theoretical saturation was reached. Results The data revealed middle managers contemplate two central issues in terms of their commitment to implementation, that is whether or not they fully engage in and support the implementation of a particular innovation. These issues are (1) ease of implementation and (2) potential benefit for patients. Middle managers’ views and expectations related to ease of implementation are influenced by available resources, fit with setting, and stakeholder buy-in. Their views on patient benefit are influenced by external evidence of benefit and local gaps in care. Conclusions These findings provide further insight into the factors that influence middle managers’ commitment to innovation implementation, and how middle managers consider these factors in the context of their work settings.

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Liang, Zhanming, Sandra G. Leggat, Peter F. Howard, and Lee Koh. "What makes a hospital manager competent at the middle and senior levels?" Australian Health Review 37, no. 5 (2013): 566. http://dx.doi.org/10.1071/ah12004.

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Objective. The purpose of this paper is to confirm the core competencies required for middle to senior level managers in Victorian public hospitals in both metropolitan and regional/rural areas. Methods. This exploratory mixed-methods study used a three-step approach which included position description content analysis, focus group discussions and online competency verification and identification survey. Results. The study validated a number of key tasks required for senior and middle level hospital managers (levels II, III and IV) and identified and confirmed the essential competencies for completing these key tasks effectively. As a result, six core competencies have been confirmed as common to the II, III and IV management levels in both the Melbourne metropolitan and regional/rural areas. Conclusions. Six core competencies are required for middle to senior level managers in public hospitals which provide guidance to the further development of the competency-based educational approach for training the current management workforce and preparing future health service managers. With the detailed descriptions of the six core competencies, healthcare organisations and training institutions will be able to assess the competency gaps and managerial training needs of current health service managers and develop training programs accordingly. What is known about the topic? A competent health service management workforce is critical to the effective functioning of the healthcare system. Consequently, a competency-based educational approach has been proposed to prepare current and future health professionals including health service managers. Although the literature has suggested that core competencies exist for different management levels in different healthcare settings, there has been no study which has provided valuable data to indicate what the core competencies are for hospitals managers in Australian public hospitals. What does this paper add? This paper identified and confirmed that six core competencies are common to middle to senior level managers (levels II-IV) in Victorian public hospitals in both Melbourne metropolitan and regional/rural areas. What are the implications for practitioners? The findings of the study is the first step towards supporting the competency-based educational approach for training and preparing current and future health service managers for their roles. The six identified core competencies provide a very useful guide to the identification of competency gaps and managerial training needs, and the further development of the health service management training curriculum.

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Steyn, Benita, and Tery Everett. "Two managerial public relations roles in the South African context." Communicare: Journal for Communication Studies in Africa 28, no. 1 (October 17, 2022): 103–25. http://dx.doi.org/10.36615/jcsa.v28i1.1702.

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This article reports the findings of Stage 3 of an international collaborative research programme,its point of departure being that public relations (PR) roles researchers have largely ignoredresearch in the management domain in their conceptualisation of the PR manager role. (Thefirst qualitative stage was conducted in the US and UK, and the second, quantitative stage in theUK). In the third stage, the UK study was replicated in South Africa (SA) to map and comparethe main elements of management performed by PR managers working globally in a range oforganisational settings and in different cultural contexts (with a view to reconceptualising thePR manager role). While the UK research found five empirical PR roles, the final parsimonious2-factor solution accepted in the SA study was labelled the strategic public relations manager(a strategic role at the macro or societal level), and the operational public relations manager(a functional role at the middle-management level).

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Sørly, Rita, Martin Sollund Krane, Geir Bye, and May-Britt Ellingsen. "“There Is a Lot of Community Spirit Going On.” Middle Managers' Stories of Innovation in Home Care Services." SAGE Open Nursing 5 (January 2019): 237796081984436. http://dx.doi.org/10.1177/2377960819844367.

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Background: There is a need for qualitative studies on imposed innovation in home care services in welfare societies. The municipalities are key actors in the field of innovation in the public sector. As innovations often are interpreted to be in conflict with values in health care, we need knowledge on how policy changes and imposed innovations are understood and handled by middle managers working in the sector. Aim: We aim to explore how middle managers react to imposed innovation in health services through their storytelling. The research question was “What can middle managers' stories of imposed innovation tell us about their role in, and some important prerequisites for, innovation processes in municipal health-care services?” Methods: A narrative study of experiences with municipal innovation among middle managers in Norway. In this article, we do a thematic analysis of interviews with seven female middle managers who work in a home care service department. Findings: The study develops an understanding of which frameworks are required within a home care service to meet constant demands for innovation. Innovations are understood by the managers as results of policy changes and new public management demands and as a troublesome burden. We find the prerequisites for implementing innovations to be (1) trust-based management, (2) flexibility and dynamics, (3) continuity of care, and (4) emphasis on competence. These prerequisites are further interpreted in relation to dominant discourses on innovation at the macro, meso, and micro levels within the storytelling contexts. Conclusion: Imposed innovations require a negotiating practice in cross-disciplinary environments at all levels in the organization.

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Sellers, Eileen T. "EDUCATION FOR REGISTERED NURSE MIDDLE MANAGERS IN RURAL VICTORIA." Australian Journal of Rural Health 4, no. 4 (November 1996): 254–61. http://dx.doi.org/10.1111/j.1440-1584.1996.tb00220.x.

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Dasgupta, Meeta. "Middle level managers and strategy - a mixed methods approach to public private comparison." International Journal of Management and Enterprise Development 14, no. 4 (2015): 307. http://dx.doi.org/10.1504/ijmed.2015.073812.

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Younhyun Song. "The Leadership of Middle-level Managers Under the Conditions of Public Sector Change." Korean Governance Review 18, no. 1 (April 2011): 159–80. http://dx.doi.org/10.17089/kgr.2011.18.1.007.

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Pick, David, and Stephen T. T. Teo. "Job satisfaction of public sector middle managers in the process of NPM change." Public Management Review 19, no. 5 (July 11, 2016): 705–24. http://dx.doi.org/10.1080/14719037.2016.1203012.

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Jansen Van Rensburg, Mari, Annemarie Davis, and Peet Venter. "Making strategy work: The role of the middle manager." Journal of Management & Organization 20, no. 2 (March 2014): 165–86. http://dx.doi.org/10.1017/jmo.2014.33.

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AbstractIn recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

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Yahaya, Zurika Saku. "Employee Inclusion During Change: The Stories of Middle Managers in Non-Profit Home Care Organizations." Home Health Care Management & Practice 32, no. 3 (January 29, 2020): 165–71. http://dx.doi.org/10.1177/1084822320901442.

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Although extensive studies have provided valuable information to establish a strong relationship between the success of change and variables like communication, employee commitment, and leadership, it is important to understand the experiences of workers during a change process. The research problem exists because there is a minimal exploration of the experiences of middle management in the process of corporate decision-making during organizational change adoption in the home care industry. The purpose of this study was to explore the experience of middle managers related to employee inclusion during an organizational restructuring in non-profit home care organizations. The researcher interviewed six middle managers from two non-profit home healthcare organizations in New York City using purposive sampling. The results reflected the experiences of middle managers in non-profit home care organizations and may be transferable to other organizations. The findings were categorized under the following themes: Stress and Fear, Task-Oriented Leadership Behavior, Employee Exclusion, and Job Dissatisfaction. Employers should recognize and engage middle managers in corporate decision-making that target middle managers. As change is inevitable, understanding the experience of middle managers is crucial for leaders in home care organizations undergoing organizational restructuring because of the top-down management structure in these organizations. The information may be relevant for leaders to incorporate attitudes and steps that promote a good relationship and engage middle managers in the processes of organizational change.

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Do, Dan Tam, and Alana Nuth. "Academic Library Middle Managers as Leaders: In Their Own Words." Journal of Library Administration 60, no. 1 (October 18, 2019): 41–70. http://dx.doi.org/10.1080/01930826.2019.1671036.

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Journal articles on the topic 'Public middle managers'

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