Tesi: "Middle management"

1

Englund, Jenny, e 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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2

Jachimiak, Peter. "Middle management and the enactment of masculinity". Thesis, University of South Wales, 2002. https://pure.southwales.ac.uk/en/studentthesis/middle-management-and-the-enactment-of-masculinity(8055911d-3612-4f34-90f5-4887cf7c02dd).html.

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Adopting a radically diverse organisation studies approach that embraces a Cultural Studies analytical framework, this thesis examines the ways in which today's middle managers enact masculinity. Considering the gender-orientated 'ways of being' of a middle manager within a contemporary organisational environment, the research gives equal credence to space, language and the body - termed Locations of Enactment - at a time when masculinity (and even middle management) is thought to be 'in crisis'. Focusing, primarily, upon a single case-study - a local authority social services department that provides child-care for a homogenous South Wales community (Wood Valley) - the research is placed within its contemporaneous social, cultural and organisational context: a public sector that, as it is currently experiencing severe staff recruitment and retention difficulties, can be deemed to be 'in crisis' also. Utilising a grounded theory methodology that acknowledges both the research setting and the data itself as 'organic' entities, the middle managers of Wood Valley are understood to be dynamic organisational players who, on a daily basis, attempt to balance their work duties with their home responsibilities. As middle managers they are perceived to be 'in the middle' in a multitude of ways: they are 'in the middle' of an organisational hierarchy; they operate as intermediaries 'between' Wood Valley and outside agencies; they are middle managers who are precariously placed between the working-classes (whom they have distanced themselves from through social mobility) and the middle-classes (as their blatant attempts to prove their worthiness within that strata only heightens their 'anxious' bodily display). Furthermore, as middle-class 'bureaucrats' who work and live among a staunchly working-class community, the middle managers of Wood Valley often find themselves singled-out and scathingly criticised as socially and culturally 'different'. With this in mind this thesis insists that, as an increasing number of individuals are finding themselves employed within white-collar administrative posts, middle managers deserve to find themselves the focus of studies that are determined 'to put the humans back into organisation studies'.

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3

Brathwaite, Juliette. "How strategic project management and middle management influence implementing strategic initiatives". Thesis, University of Southampton, 2015. https://eprints.soton.ac.uk/376776/.

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In strategic change management and strategic renewal literature, the implementation of strategic initiatives has currently progressed as a novel area, with significant room for augmentation. Strategic initiatives are essential to renewal of the firm’s strategy. They enable improvement in capabilities that allow the firm to more advantageously compete, and are implemented by middle management through Project management. Recent literature in strategic implementation and renewal still lacks specific processes for improving practice and management concerning how strategic initiatives impact to Improve capabilities for the firm. Its significance has been noticed, but the area of implementing strategic initiatives is still largely underexplored. Literature fails to fully incorporate the influential roles of middle management and strategic project management. The purpose of this thesis is to examine how they can contribute to new and/or improved capabilities. It also focusses on how they effectively manage strategic renewal. Focussing on strategy process research, it looks at the implementation linked to product or process Improvement activity. To achieve the research aim, the study utilizes the interpretive approach and Qualitative research using multiple case studies. This is supported by document analysis, observation, and in-depth semi-structured interviews of managers from diverse functions in each of the two large manufacturing firms in Barbados. Empirical evidence collected from October 2011 to March 2014, involves six strategic initiatives. Qualitative data analysis is utilized. The findings reveal some similarities with existing literature and across initiatives and firms, but interesting differences exist, for example involving structural, firm's culture, and levels or application of strategic project management. The degree of sharing and learning which improves capabilities with initiatives, also depends on context, Interactions levels and variation in management roles. Although some strategic initiatives objectives are similar, initiatives differ in nature and approach, so outcomes differ. Related models need to have Inherent flexibility. Factors still limit increasing of middle managers’ strategic role. Further enhancing strategic project management can assist the mediation of factors impacting initiatives, and contribute to improving renewal processes and outcomes. This study contributes to the literature on strategy implementation, confirming that firms structure Initiatives as projects in portfolio to implement for effective outcomes. It integrates strategy process and practice theories to improve strategic initiatives, capabilities and renewal, and with organizational learning and activity theory combined, develops new theory to add to sparse research. Outcomes add to the understanding of strategic capabilities in Barbados manufacturing firms, and of means for augmenting the activities, practices and processes. Interactions and communication facilitating the Improvement of integration and coordination, as strategic initiatives are implemented within a hierarchy of strategic objectives supporting activities, help improving capabilities and sustain strategic renewal.

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4

Johansson, Emily, e Johanna Svensson. "Implementing strategy? Don't forget the middle managers : Strategy implementation from a middle management perspective". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64509.

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Business strategy in itself is a well-known concept in today’s academic literature and extensive research on strategy formulation can easily be found. Strategy implementation on the other hand has not been researched to the same extent. This seems to be contradictory when one takes into consideration that effective and efficient strategy implementation has been proven to have an incredibly large impact on the success of any firm, company or organisation. Furthermore, no strategy will be beneficial for a company if it cannot be implemented. Adding to the complexity of this situation, middle management has long been disregarded concerning the strategy process or even thought to be detrimental. However, in recent years there has been a shift and research has started to recognise the importance of middle managers. The thesis aims to provide a deeper understanding of how middle management actively operates when implementing strategy. By doing so the thesis may be of value for middle managers and companies working with strategy, by increasing awareness about middle management’s influence on the strategy implementation process. This thesis is partially exploratory and partially descriptive with a qualitative and deductive nature. In order to answer the purpose, a research strategy of case studies was used where empirical data was collected from interviews held with six different middle managers. An implementation process model that described the different phases of strategy execution and supporting activities surrounding implementation was created. The developed implementation framework had its foundation in previous research concerning strategy implementation from an organisational perspective. The data that was collected from the middle managers was then analysed and compared to the model. By modifying the implementation process model using the information received from the middle managers a verified implementation process model was created which takes into account the middle management perspective. The most important findings suggest that middle managers are important for the implementation process. An implementation process model from a middle management perspective has been developed which presents the phases of execution and what impact middle managers have during the course of the implementation. The findings further suggest that middle management can increase the successfulness of a strategy if allowed influence from start to finish.
Strategier i sig självt är ett välkänt område i dagens akademiska litteratur och man kan enkelt hitta utförlig forskning om strategi formulering. Implementeringen av strategier är däremot inte ett lika populärt forskningsområde. Detta är något motsägelsefullt när man tar hänsyn till att en effektiv implementering av strategi har visat sig ha en väldigt stor påverkan på företags framgång. Dessutom kan ingen strategi vara fördelaktig för ett företag om strategin ej kan implementeras. För att öka komplexiteten av detta har mellanchefer länge blivit förbisedda eller till och med ansetts vara skadliga för strategi processen. Dock håller detta på att ändras och mellanchefer börjar mer och mer anses som viktiga. Denna uppsats försöker skapa en djupare förståelse för hur mellanchefer aktivt arbetar när implementering av strategier sker. Genom detta kan uppsatsen vara av värde för mellanchefer och företag som arbetar med strategier genom att bidra med en ökad medvetenhet om mellanchefers påverkan på implementeringsprocessen. Uppsatsen var delvis explorativ och delvis deskriptiv med ett kvalitativ och deduktiv tillvägagångssätt. Fallstudier användes där data samlades in via intervjuer med sex olika mellanchefer. En modell som beskriver implementeringsprocessens olika faser och stödjande faktor skapades. Modellen var baserad på tidigare forskning om implementering av strategier från ett företagsperspektiv. Data som samlades in från mellancheferna var sedan analyserad och jämnförd med modellen. Genom att anpassa modellen med informationen från mellancheferna en verifierad implementeringsprocess utifrån ett mellanchefsperspektiv skapades. Det viktigaste resultatet antyder att mellanchefer är viktiga för implementering av strategier. Implementeringsmodellen ur ett mellanchefsperspektiv presenterar faser av utförandet av strategi och effekten mellanchefer har under implementeringsprocessen. Resultaten antyder även att mellanchefer kan öka strategiers sannolikhet för framgång om de har möjlighet att bidra från stat till slut.

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5

Whitehill, Martin. "Local government authority strategizing : a middle management perspective". Thesis, University of South Wales, 2010. https://pure.southwales.ac.uk/en/studentthesis/local-government-authority-strategizing(86e8a9f7-9781-4f9d-8e4a-1b6e11b4eb1e).html.

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For the past four decades, researchers have been discussing and arguing over the implementation of strategy within the public sector. There is an emerging literature on pluralism, and the interdependence of strategizing and organizing which is especially relevant to public service organizations. The research undertaken and reported in this thesis set out to identify how strategizing was implemented within one large local government authority, from the perspective of middle management. The study sought to ascertain which, if any, of the many implementation theories were applied in practice, and the implications of the tensions between strategizing and organizing. Methodologically, there is a recognised paucity of participatory action learning and research in the strategizing field. Equally, gaps were found in the extant literature on strategizing from the middle management perspective. This research addressed both of these research gaps. The case study herein reported used participatory action research methods. Participatory action research teams followed an action research framework of six questions to identify the gaps between espoused theory and theory in practice. The findings were that the local government authority was not designed for the external strategizing pluralism or the internal organizing pluralism. The organization was designed for regulation and control and so not best suited for the delivery of other types of service. The strategizing process lacked the specific policy input from the various marginalised communities who required the services most. It also specifically avoided any input from the front-line professional staff that held the relevant knowledge, experience and skills. The pluralistic nature of the society served and the lack of commitment on the frontline led to another phenomenon – street-level bureaucrats and the politicization of the community. These frontline service deliverers, ‘street-level bureaucrats’, not only interpreted the strategy to fit the specific, unique context of each neighbourhood but also educated the citizens to appreciate their own power through their politicization. The staff also restated their plans to fit the format of the current top-down strategy by rephrasing them using the current political language of the day.

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6

Malemela, Lesabe Thomas. "Challenges faced by middle management at Shoprite Holdings LTD". Thesis, University of Limpopo, 2017. http://hdl.handle.net/10386/2572.

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Thesis (MBA) --University of Limpopo, 2017
Middle management at Shoprite faced challenges and their role is diverse and they lack strategies to cope with challenges within the organisation.Middle managers, in trying to balance the needs of senior and junior managers, often feel like ‘piggy-inthe- middle’, with potential for conflict and tension (McConville, 2006; Floyd and Wooldridge, 1992). A lack of leadership from senior management may compromise middle managers’ ability to take a professional approach to managing their area. Middle managers in Shoprite say that they want to be more professional Burgess, (2011)but are being inhibited by the lack of support and awareness from senior managers, with a negative impact on their motivation and their job satisfaction. In addition lack of middle manager’s involvement in decision making and strategy formulation. Middle managers become reluctant to change due to lack of communication on strategy alteration. This study intends to investigate the challenges faced by middle management at Shoprite Holdings Limited in Limpopo Province. The findings of the study show that the roles are challenging and varied, strategy implementation is a major challenge and support for middle managers is generally insufficient. Middle managers require support in induction into the middle management role and ongoing mentoring and appraisal. The little studies have been conducted about the challenges faced by middle management from different perspectives and organisations. Finally, further research into the challenges faced by middle management at Shoprite Holdings Ltd is required as it could either endorse or challenge the findings of this study and might also inform Top management about the Challenges faced by middle management and prompt an evaluation of the existing role, challenges and needs. Key words; Middle management

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7

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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8

Lagerman, Moa, e 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.

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9

Fransson, Jörgen, e Anders Berg. "Middle Leaders? : A study of the middle management's role in the public sector". Thesis, Jönköping University, JIBS, Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1180.

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Abstract

Problem: Leadership studies have mostly concerned top management. However, as many researchers suggest, middle management has a great impact on the success of an organization, especially in change when they need to take on the role as a leader. Successful leaders motivate employees, and within the public sector they need to use non-financial means. In addition, the publicsector’s management is perceived to be insufficient.

Purpose: The purpose of this thesis is to describe the middle managers role in a public sector organization and how they motivate their employees.

Method: In order to answer our purpose, we have chosen to use a qualitative approach, using semi-structured interviews with six middle managers and six employees at three different local offices of Arbetsförmedlingen, in Jönköping County. Interviewing about leadership may cause discomfort providing honest answers, why full anonymity to all respondents has been applied.

Result: In this thesis we have come to the conclusions that the middle management at AF should be named middle leaders as they use their leadership skills rather than management skills to achieve the organization’s goals. They motivate their employees by providing continuous feedback and recognition, and providing autonomy and a sense of importance through empowerment.

We have further found that middle leaders are a vital resource for any organization, especially during change.

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10

Easter, Joy. "Classroom management strategies for first year middle school teachers /". [Denver, Colo.] : Regis University, 2008. http://165.236.235.140/lib/JEaster2008.pdf.

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11

Al-Sabah, Fahd. "An empirical investigation of Middle East conflict management styles". Thesis, Brunel University, 2015. http://bura.brunel.ac.uk/handle/2438/14587.

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This study investigates preferred conflict management styles in order to explore how conflict is dealt with in a particular cultural/geographical context (i.e. the Middle East), as culture is one of the factors, which affects management style, whether in a conflict situation or any other situations. Upon researching the literature in the area of conflict management styles in the Middle East it has been found that there is no published research for the region and specifically on the cultural issues. Therefore, this research study has taken a step forward in exploring how and in what ways, the conflict management styles of those individuals (e.g. employees) in Kuwait (a culture/context within the Middle East) may or may not be similar or different to those described in studies carried out in other cultures/contexts. The research explores the different conflict management styles used in Kuwait, which is approached by simulating the application of different conflict situations in Kuwaiti business context and explores the negotiation and application of conflict management styles applied. The use of the Thomas Kilmann Conflict mode Instrument (TKI) to gather research data helped in understanding the different conflict management styles used. The TKI is an extensively validated instrument used in the field to highlight the different ways of how people handle disputes and its effects on the dynamics of individuals and teams. This study attempts to make its contribution to knowledge in the field of conflict management styles in that (a) it assesses Kuwaiti conflict management styles, and (b) It studies the effects of the process of the different conflict management styles and its outcomes in resolving these conflicts in the Kuwaiti Business culture.

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12

Mbolekwano, Veliswa A. "Middle management communication in the midst of a crisis". Thesis, Rhodes University, 2017. http://hdl.handle.net/10962/52477.

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Crisis communication by organisational top leadership to external stakeholders has been explored in literature, while internal crisis communication dynamics by middle managers with their employees within the organisation has been under studied. This paper pursues an understanding of crisis communication dynamics between middle management and their subordinates by investigating how the Middle Managers/Team Leaders of Makana Brick Manufacturing Firm (MBMF) communicated with their employees in the midst of the Eskom load shedding crisis in 2014. The investigation is not limited only to how they handled or made sense of the crisis, but also examines the effect and efficiency of their daily communication on both employees (subordinates) and operations in pursuing this end. As a foundation and background, the study broadly explores the literature on Crisis Leadership, Crisis and Crisis Communication, which are critical topics to understanding the communication role of the middle managers who were the primary subject of this research. The research was conducted through semi-structured, face-to-face interviews. Nine Team Leaders were interviewed. The data collected was transcribed verbatim and analysed through open coding. In the literature of crisis management, the concept of crisis communication has been extensively examined as a function of crisis management, primarily with regards to the crisis communication strategy, encompassing the actual verbal and nonverbal responses an organisation uses to address a crisis. The findings are generally congruent with the crisis communication literature, and reinforce the importance of efficient internal communication in building a culture of transparency between management and employees, as espoused in the literature reviewed, which in addition presents an invaluable opportunity for employees across all levels to engage in and be informed of the organisation’s priorities and therefore has the potential to dictate the success or failure of any major change or crisis situation. As such, it can be argued that there is a need for the same analytical rigour that is given to external crisis communication to be given to financial or operational measures (Barrett, 2002). For both external and internal stakeholders, human compassion, concern and empathy; faith in legitimate and appropriate actions taken by the chosen organisation spokesperson; and honesty, candidness and openness in communication (Seeger 2006, p. 242) are universal. The quality and the quantity of communication, essentially, affect the level of trust and involvement of employees (Thomas, Zolin & Hartman, 2009), which is particularly relevant in times of crisis (Mazzei & Ravazzani, 2015 p. 322). Trust must be developed with staff through clear, honest communication and transparent actions. These encompass being fair, open in communication and intentions, showing consistency, fulfilling promises and being honest about what middle managers can and cannot communicate to their employees (Farrel & Schlesinger, 2013, p. 125). In this study, face to face communication proved to be the most preferred communication channel because of its rewarding advantages such as direct feedback, two-way communication, relationship building and project collaboration.

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13

Clapham, Sarah Louise. "Police middle management leadership : a case of arrested development?" Thesis, University of Southampton, 2018. https://eprints.soton.ac.uk/424731/.

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Leadership and leadership development in the modern police service has been regularly reviewed under successive government reform agendas. To date there has been no robust evaluative study in the UK policing context of the effectiveness of particular leadership styles or of leadership development programmes. This research evaluates a Hampshire Constabulary leadership development programme for middle managers, namely police Sergeants, and studies the broader aspects of leadership development at this middle management level, focusing on the knowledge, understanding and skills required to apply leadership in the contemporary policing context and as defined by the Hampshire Constabulary Leadership Charter. The case study used one-to-one interviews and focus groups with key stakeholders involved in the leadership training and development of police officer middle managers: a cohort of officers at different stages both before and after the Leadership and Management Programme (First Line Manager - Level 1); their subordinates and line managers; training staff; the Hampshire Constabulary Leadership and Professional Development Manager; and Chief Constable. The fieldwork was supported by documentary analysis of relevant training material and national reports. Three main themes emerged that advance leadership and leadership development theory in the policing context: a trait-based skills model of leadership which was supported by the terms of the Constabulary’s Leadership Charter; the police officer middle manager as ‘intermediary’ between frontline practitioners and senior management; and the positive relationship between factors which enhance police officer middle manager performance and their perceived leadership self-efficacy. The ability to effectively manage emotions is also key to effective police middle management leadership performance. A framework for a detailed model of effective leadership development for police officers at middle management level is proposed which recognises their influential role in supporting staff and managing organisational change during a period of wider public sector reform.

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14

Chirwa, Maureen L. "Management skills of middle-level nurse managers in Malawi". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1996. https://ro.ecu.edu.au/theses/952.

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Much has been written about the problems facing nurse managers in different countries including Malawi, yet the literature is sparse in relation to information about their perception of required management skills. There is enough evidence that nurse managers face many problems. These problems stem from different sources including organizational, economic, social or political changes. All changes within and outside the health care system affect nursing and its management. Nurse managers require relevant management skills to make valuable decisions and promote quality care, and enable them to motivate staff. Further, management skills will enable nurse managers to actively participate in policy making and financial management. In this way autonomy over nursing services can be maintained. This study took place in Malawi and explored tasks that Malawian middle-level nurse managers carry out, problems that they experience in carrying out their work, and their perceptions of management skills required in carrying out their work. Middle-level nurse managers in Malawi are known as matron and senior sisters. A two staged random sampling of 42 hospitals and 20 middle-level nurse managers was used. The hospitals included government and non-government hospitals known as CHAM (Christian Hospitals Association of Malawi). Data was collected using an interview schedule based on a conceptual framework adopted from King's Goal Attainment Theory. Field notes were taken alongside taped interviews, and administrative documents such as job descriptions were collected to provide complementary data. All interviews were transcribed and thematic analysis was used to analyze data. Results of the analysis demonstrated that middle level nurse managers in Malawi experience enormous problems in carrying out their work. Such problems included shortage of staff (especially registered nurses), and lack of adequate managerial knowledge of nurse managers themselves in policy making, financial management, and the setting and monitoring of nursing standards. In addition, results have indicated an increased amount of stress in the nursing profession in Malawi. Consequently, results have shown that middle-level nurse managers require management skills in resource management, setting nursing standards and financial management skills. Information obtained from this study will provide nurse managers with knowledge of the management skills they require to be more effective. The information will also be relevant for professional (management) development, as it would be used by policy makers to design management education curricula for nurses contemplating management careers or reviewing current management programs in nursing schools. In addition, the knowledge gained wi1l form a basis for future research.

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15

Crouch, Roderick H. W. "Middle school leadership : the role of the head of middle school /". [St. Lucia, Qld.], 2006. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19546.pdf.

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16

Alvarez, Cecilia Maria. "The acculturation of middle income Hispanic households". FIU Digital Commons, 2004. http://digitalcommons.fiu.edu/etd/1201.

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Research on the consumer behavior of the Hispanic population has recently attracted the attention of marketing practitioners as well as researchers. This study's purpose was to develop a model and scales to examine the acculturation process of Hispanic consumers with income levels of $35,000 and above, and its effects on their consumer behavior. The proposed model defined acculturation as a bilinear and multidimensional change process, measuring consumers' selective change process in four dimensions: language preference, Hispanic identification, American identification, and familism. A national sample of 653 consumers was analyzed. The scales developed for testing the model showed good to high internal consistency and adequate concurrent validity. According to the results, consumers' contact with Hispanic and Anglo acculturation agents generates change or reinforces consumers' language preferences. Language preference fully mediates the effects of the agents on consumers' American identification and familism; however, the effects of the acculturation agents on Hispanic identification are only partially mediated by individuals' language preference change. It was proposed that the acculturation process would have an effect on consumers' brand loyalty, attitudes towards high quality and prestigious brands, purchase frequency, and savings allocation for their children. Given the lack of significant differences between Hispanic and Anglo consumers and among Hispanic generations, only savings allocation for children's future was studied intensively. According to these results, Hispanic consumers' savings for their children is affected by consumers' language preference through their ethnic identification and familism. No moderating effects were found for consumers' gender, age, and country of origin, suggesting that individual differences do not affect consumers' acculturation process. Additionally, the effects of familism were tested among ethnic groups. The results suggest not only that familism discriminates among Hispanic and Anglo consumers, but also is a significant predictor of consumers' brand loyalty, brand quality attitudes, and savings allocation. Three acculturation segments were obtained through cluster analysis: bicultural, high acculturation, and low acculturation groups, supporting the biculturalism proposition.

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17

Britz, Louise. "Franchising in the banking environment : middle management program / L. Britz". Thesis, North-West University, 2005. http://hdl.handle.net/10394/2461.

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18

Hewison, Alistair. "Middle management in the National Health Service : exploring the experience". Thesis, Coventry University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.343166.

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19

Greminger, Rebekka. "The significance of middle management in the change implementation process". Thesis, University of Oxford, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368819.

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20

Woodhouse, Mick. "Middle management in a secondary school : an action research project". Thesis, University of Huddersfield, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289466.

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Abstract (sommario):

This action research study examines the problems of a middle manager in a school, managing teams to deliver an operational project with little formal authority. The main objective of this study is to find out how a project can be managed in the most effective and efficient way when the teams involved have mixed work place loyalties and are operating within a restricted environment of limited resources. The management focus was on the micro-management of staff to influence performance and improve practice, including the performance of the practitioner-researcher. The study is set using a paradigm of symbolic interactionism based on qualitative research methods using action research. Primary data were gathered during two major research cycles each lasting an academic year. Data were collected using a series of participant logs, a detailed researcher log and indepth interviews with the teams and individuals. In the first cycle, a critical friend also provided data. The study presents the advantages and limitations of the methodology and suggests ways of reducing these limitations and enhancing the trustworthiness of the findings. The complexity of managing teams of form tutors who have multiple job roles and commitments in an inner city school environment is also highlighted. The study also raised sensitive issues and ethics in terms of the data that were generated when based on the performance and attitudes of participants. The main finding of this study was the importance of applying a range of methods which in isolation would have limited effects, but which produced a synergy of effect when applied together. These methods were based around the framework of Buchanan and Boddy's (1992), Public Performance-Backstaging Strategy. The framework included the use of traditional-rational-linear strategies backed up by a political management style. This study applied this basic framework to a specific school setting and introduced other strategies often at the micro level to influence staff. The study also shows the effectiveness of applying a different emphasis of strategy to different groups, from high to under performing staff. Some tactics were shown to be more effective; some worked well with some staff but had the opposite effect with other individuals. The efficiency of various techniques was investigated, some of which were shown to result in a high energy and emotional cost for the manager. The study concludes by showing that in certain circumstances it was more expedient to adopt a management of dilemmas approach rather than seek a total solution to a problem.

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Motileng, Barnard Buti. "Affirmative Action the experience of people in middle management positions /". Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-01252005-074747.

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22

Viljoen, Phlippie. "Middle management, enablers or inhibitors, of incremental innovation and agility". Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52348.

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Abstract (sommario):

This qualitative exploratory study was intended to ascertain the enabling abilities of middle managers to facilitate innovation and agility in an organisation in order to achieve competitive advantage. This research indicated the importance of middle management in the organisation and the facilitative role they fulfil. This case study research was conducted in the Halfway Group. The enablers of incremental innovation was of particular interest for the dealerships as they are seen as first movers in the South African context. The motivation for this study is that the researcher found inadequate academic literature focusing on the enabling abilities of middle management in order to continuously improve and in doing so gain a competitive advantage in an ever changing environment. It was the researcher s supposition that this research would aid dealerships to attain a more thoughtful understanding of how they could enable middle management to facilitate the desired innovation and agility to gain the sustained competitive advantage in the market. A sample of eight middle managers in the Halfway Group was selected and semi-structured in-depth interviews were conducted with them as the data gathering method. The research proposals guided the coding and organising of the data. The analysis, discussions and results were structured to answer the research proposals. This research revealed that middle managers are the likely enablers of innovation and agility in the organisation through the facilitation of the incremental innovation process. Continuous improvement enhances products and services to provide an organisation with a competitive advantage in the market. Resultantly, the dealerships are likely to gain reputational benefits of being continuous improvement leaders , which contributes to the value proposition offering. However, the dealers have to continuously innovate as their competitors are quick to imitate any successful innovations to stay relevant in the market. Various middle management and business recommendations were made to dealerships in the study to aid them take advantage of the enabling abilities they can unlock in middle management to facilitate incremental innovation and agility in the organisation.
Mini-disseration (MBA)--University of Pretoria, 2015.
nk2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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23

Turnbull, Sharon. "Corporate ideology and its influences on middle management : a study of middle managers' responses to an organizational values programme". Thesis, Lancaster University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.322858.

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24

Sarchet, Christopher. "Managing in the middle, the practice of managing change in English Universities". Thesis, University of Bedfordshire, 2009. http://hdl.handle.net/10547/134952.

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Abstract (sommario):

Higher Education Institutions are worth £45 billion to the UK economy, according to a report published in 2006 by Universities UK (UUK), the representative organization of the United Kingdom’s universities. The higher education sector has undergone considerable change with the introduction of the marketplace, tuition fees and business management structures and methods. Managing change as a middle manager is acknowledged to be important activity (see for example, Beer, Eisenstat and Spector, 1990) and yet there is a limited amount of empirically research that has been conducted to discover how change is managed in the higher education sector in England by these staff. This study explores the perceptions of higher education managers about their role in managing change in the higher education sector. It is an exploratory study based on thirty-one interviews with managers in nine universities from across the higher education sector in England. The universities were chosen to ensure there was a representative sample from the main groups within the sector and a geographical spread across the country’s regions. The literature review found a wide range of contrasting viewpoints that provided a myriad of support and confusing messages. There was a lack of information about how higher education managers manage and, in particular, how they manage change. Managers, and those who seek to help them, face challenges in seeking and providing guidance and improving practice. The middle manager has to manage change and use a variety of means to achieve it. They are caught in the middle between senior managers and staff and other stakeholders. They have primarily learned from experience but need support and guidance when they come across change projects of which they have no knowledge. This can be provided by access to case based practice and a network of experienced experts. This research recommends the creation of such support using new media available via the internet provided through professional associations such as the Association of University Administrators (AUA).

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Kubicek, Ernestine Balderrama. "Women in middle management : the impact of an involuntary job change /". Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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26

Dadoush, Dana Mansour. "Sustainable Management of Relief Aid Programs in Syria's War Zone". Thesis, The American University of Paris (France), 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13871668.

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Abstract (sommario):

In March 2016, the Syrian crisis entered its fifth year in war with no end in sight. While current strategies utilized by international aid agencies to address this humanitarian crisis have focused on short-term emergency relief, future considerations on its long-term management are lacking. Due in fact to people's pressing needs in war-torn areas, not enough development programs, plans and research on how to incorporate sustainable strategies has been placed into the management of the crisis. With particular focus on the role of developmental and relief aid workers in the management of the crisis in Syria, this paper aims to answer two questions: (1) how does one manage relief and recovery efforts looking towards the long term in a context of such short term pressing needs? (2) What role does management and lack thereof play in the subject of the effects of the Syrian war? In an effort to address these questions, interviews were conducted on 8 individuals from various professional backgrounds (i.e. medical, development, local councils etc...) who had significant field contributions/experiences in Syria. In addition, a literature review was carried out to examine existing research on the topics of sustainable development and development aid. Findings show that a shift is taking place in the frameworks of how aid workers are responding to the needs of people in the war. The aid system is starting to focus on instilling self-reliance, resilience and stability into communities, and assisting people with the tools to manage sustainable lives. However, it requires much needed management to achieve the desired sustainable outcomes. Moreover, this field still requires further research and considerations. A bitter reality of this context is that the war is political in nature and attempts for sustainable practices cannot serve as resolution to the situation but as means to restore dignity and livelihood back into the victims of a war.

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27

Linstead, Alison Mary. ""No particular place to go" : a poststructuralist feminist reading of middle managers". Thesis, Sheffield Hallam University, 2003. http://shura.shu.ac.uk/16587/.

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This thesis examines the changes in managers’ construction of their identities during the last two decades of social and organizational change. It is based around a detailed interpretative study of middle managers in three companies, Carlux, Larts and Nylons. The three in-depth case studies were drawn from a wider sample and some additional data were also drawn from this wider sample. The thesis critically examines Gowler and Legge’s 1983/1996 model of managers’ construction of the meaning of management, and argues that the model is is need of extension - on the one hand, to add emphasis to dimensions of gender and power, and on the other, to take into account the changes in organising process which, it is often argued, are moving from modem to postmodern forms. A model, the Management in Three Movements Model, is generated from critical analysis of the relevant literature to suggest a move at three levels - at a structural level from the differentiation of hierarchy to the dedifferentiation of networking; at a representational level from the rationality of accountability to the enchantment of seduction; and at a behavioural level from the commodification of achievement to the consumption of commitment. Additionally a model of modes of production of managerial subjectivity is proposed, identifying five modes incorporation, of disciplined subjectivity, subjective identity, resistance and autonomy. The case study data are then used to interrogate the models and three key factors are observed to be influencing and interrupting the shift from modem to postmodern - managerial narcissism; gender, particularly masculinity; and forms of resistance. Through analysis of the data, four archetypal modes of narcissism are identified; Clegg et al’s power/resistance matrix is modified; and the model of modes of resistance is illustrated at work by mapping aspects of the data onto it. Overall, whilst the shift in conditions of organizational functioning has undoubtedly occurred since Gowler and Legge’s investigation, it is argued that this shift has not fully transformed managerial identities from modem to postmodern forms. Using poststructuralist feminist analysis, it is further argued that identity is never fixed into a form of being, but is always to some extent fluid and becoming, and that methodologies now need to be developed which both recognise and are sensitive to these qualities in data, and allow them to emerge in theoretical accounts.

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28

Matoti, Sheila Nokuthula. "Management of science departments in the colleges of education in the Eastern Cape Province of the Republic of South Africa". Thesis, University of Bristol, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.389332.

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29

Lilja, Sandra, e Eva Lüddeckens. "Women in Middle Management : in Germany, Sweden and the United Kingdom". Thesis, Jönköping University, JIBS, Business Administration, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-437.

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Abstract (sommario):

Background and Problem: Stereotyping of genders and leaders has been around for ages and it is very hard to change people’s perceptions and beliefs. Even though the way society perceives men and women has changed the last century, most people still prefer men as leaders. The historical background often makes it hard for today’s women to be taken seriously in a management position. Nonetheless, the negative attitude some people hold against women in leadership is slowly fading away due to the increasing acceptance of women in management positions.

Purpose: The purpose of the thesis is to investigate how women in Germany, Sweden and the United Kingdom perceive their situation as female leaders in middle management.

Frame of Reference: Women’s historical background in Germany, Sweden and the United Kingdom is discussed to give the reader a more throughout understanding of the women’s situation today. The frame of reference also talks about stereotypes within gender and leadership as well as obstacles held towards women in leadership.

Empirical findings: Three women from each country investigated are being interviewed regarding how they perceive their situation as middle managers.

Analysis and final discussion: The empirical findings showed that women are still facing a lot of obstacles when it comes to being middle managers. The obstacles they face are stereotypes, Glass Ceilings and organisational structure. Some of the obstacles are universal, while others are specific for each country.

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30

Blixt, Olga, e Stina Lindblad. "Enhetschefsposition - Utmaning eller huvudvärk? : Middle Management - A Challenge or a Headache?" Thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-173.

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Abstract

This is a qualitative study on what motivates personnel to apply for middle management positions within the Värmland County Police Department. This study also looks at whether or not there are differences in motivation between men and women in regards to applying for middle management positions.

The study has been conducted through in-depth interviews with 17 employees of the Police Department. The material collected was analysed using the Empirical Phenomenological Method (EPP). 29 categories were generated which were then divided into four themes.

The result showed that motivation can be achieved by having a more structured middle management roll whereby, for example, there are clear guidelines on the responsibility and authority you have. Support and encouragement were also named as motivating factors. With regards to differences in motivation between the sexes when applying for middle management positions it was found that there are differences. The main one being that women are more likely to degrade themselves when considering applying, thus convincing themselves that they have not got the competence that is being sought, while men are more likely never to consider the possibility that they are not suitable.

Keywords: Gender, Leadership, Motivation and Organisations culture

Sammanfattning

Denna kvalitativa studie avser att undersöka vad som motiverar personalen att söka enhetschefspositioner inom Polismyndigheten Värmland, samt att granska om det finns skillnader mellan män och kvinnor i relation till motivation för att bli chef.

Studien baseras av med djupintervjuer med 17 respondenter inom Polismyndigheten Värmland. Analysen av det insamlade materialet skedde genom Empirical Phenomenological Metod. Resultatet genererar totalt 29 kategorier vilka senare delades upp i fyra teman. Slutsatser som kan dras av studien är att medarbetarna kan motiveras genom att få stöd och uppmuntran, samt att enhetschefsrollen blir mer tydligt förklarad med hänsyn, till exempel, till ansvar och befogenhet. Socialt stöd och stöttning framkommer också som bra motivationsfaktorer. Resultatet visar att det finns skillnader i motivation mellan män och kvinnor när de ska söka cheftjänster. Det är mer sannolikt att kvinnor nedvärderar sig själva medan män övervärderar sig.

Nyckelord: genus, ledarskap, motivation och organisationskultur.

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31

Janczak, Sérgio Mattos. "Knowledge integration, a new approach to the role of middle management". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0010/NQ52161.pdf.

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32

Bungsche, Holger. "From freshman to middle management : issues of organizational behaviour in Japan /". München : Iudicium, 2004. http://www.gbv.de/dms/zbw/393023907.pdf.

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33

Hazlewood, Patrick Keith. "The influence of appraisal on the middle management of secondary schools". Thesis, University of Exeter, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.384982.

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34

Jans, Ryan. "An exploration of middle management leadership response within an extreme context". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79590.

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Abstract (sommario):

This research sought to examine the changes in leadership styles required by middle managers when facing an extreme context and adapting to an uncertain environment. Given that adaptation to the changes its environment is vital for a firm’s performance (Birkenshaw, Zimmermann & Raisch, 2016), understanding how effective leaders change leadership styles in an extreme context is vital in the drive for successful adaptation. Within the framework of this research, the COVID-19 pandemic was defined as an extreme context that required an alternative approach to leadership. Academic leadership literature has not sufficiently explored the leadership response required by management to lead within an extreme context. The study used the Complexity Theory Framework developed by Uhl-Bien and Arena (2018) in an attempt to explore the ability of firms to behave as complex adaptive systems when facing dynamic and highly complex environments. A qualitative, exploratory and interpretivist research approach supported by twelve semistructured interviews explored middle managers’ leadership responses within this particular extreme context. Key findings within the research project support the Complexity Leadership Theory, demonstrating that an intertwined leadership approach consisting of entrepreneurial, operational and enabling leadership could be used to adequately address the additional system complexity created when facing an extreme context. Additionally, the findings provide insight into leadership approach pivots from managers as they shift between more task-focused and people-focused leadership approaches, adjusting their methodology to their team members based on the context in which they were operating. The researcher makes recommendations that an additional layer of leadership approach considerations be added to the Complexity Leadership Framework when utilised by leaders facing an extreme context, that would provide a framework to help guide the required shift. This more contextualised leadership approach needs to acknowledge that leadership does not happen within a vacuum and that while managing complexity within a system, leaders are required to not only shift their thinking but simultaneously their approach. The research was limited due to the subjective nature of the interviews. However, the findings make both a theoretic and a practical contribution to the topic, and offers a recommended addition to the Complexity Leadership Framework that will aid leaders in facing additional complexity within their environments.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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35

Fort, Anthony. "Constituting the managerial subject : an investigation into middle-management in FE". Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/constituting-the-managerial-subject-an-investigation-into-middlemanagement-in-fe(56f98fc6-c3f0-4b98-a692-117efb6775e8).html.

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This doctoral study draws upon interviews with nine curriculum-based FE college middle-managers, and three college strategic plan documents, to critically analyse middle-management identity. Through the use of an analytical framework based on Foucault’s archaeological and genealogical ‘method’ the study shows that when middle-managers talk about their professional practice they are preoccupied with data-metrics. Consequently, they are recognised as ‘disciplined subjects’; disciplined by those data-metrics materially inscribed within the discursive regimes of their college strategic plan documents. The study additionally indicates that the more hierarchically senior the middle-manager the greater the intensity of focus upon data-metrics at the expense of institutional social relations, whereby their preoccupations with data-metrics yield de-socialising effects between themselves and key institutional participants such as teachers, learners and support staff. The study further suggests that while the middle-managers within this study were curriculum-based they were not curriculum-focused; findings which were consistent through the range of middle-management levels: senior-middle, lower-middle and middle-middle, and at separate college sites. Considered together these findings raise a number of important questions for the crucial role of curriculum-based middle-managers, particularly where middle-management as a function is recognised as the means by which policy implementation is secured yet where curriculum-based work, when understood as necessarily tied to pedagogic practices, requires a focus around ‘the learner’; a learner not ontologically foregrounded as data, but in authentically social terms.

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36

Rudisill, Lanie Jean. "Enhancing a Middle School Student's Self-Management Skills in the Classroom". TopSCHOLAR®, 2018. https://digitalcommons.wku.edu/theses/3044.

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Self-regulation (SR) and executive functioning (EF) are important factors for successful student outcomes. Research suggests that executive skills facilitate the process of behavioral self-regulation. Well-developed SR and EF skills make learning more likely. Proper SR has the ability to improve attention levels and EF includes the use of working memory, both of which are essential components of the information processing system that students use continuously. One type of SR, referred to as self-management, involves a cycle of observing and recording one’s own behavior, then evaluating one’s self-assessments against those of an external observer. Self-management interventions have previously been found to reduce students’ inappropriate and off-task behaviors as well as increase classroom preparedness, on-task behavior, and academic performance. This study investigated the impact of a self-management intervention on a middle school student’s classroom preparation behaviors and his EF skills. Results suggest the participant’s overall classroom preparation behaviors were enhanced through his participation in the intervention. A few significant changes were also found in the participant’s pre- and post-intervention EF scores.

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Bradley, Vaughn Malcolm. "Middle School Parents' Beliefs Regarding Learning Management System Use in Mathematics". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5055.

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Middle school is a critical time in students' learning of mathematics, something a Learning Management System (LMS) is designed to help parents support. What remains unknown is how parents use an LMS to monitor their children's progress in mathematics. This qualitative case study explored how parents from one midAtlantic middle school with 543 students used an LMS, EdLine, to support their children's autonomous achievement in mathematics. Expectancy-value theory and social cognitive theory made up the conceptual framework used to evaluate study findings. A criterion-based process was used to select nine middle school parents from grades 6, 7, and 8 as participants. Data sources included structured interviews and follow-up questions, EdLine spreadsheets, and parent reflective journals. Data were analyzed through a priori codes based on the literature review. Themes that emerged from the analysis included reoccurring learner autonomy and parents benefiting from their ability to use EdLine to monitor grades, check progress, and provide strategies to support mathematical achievement. Parents indicated they could encourage their children, teach them, and expect them to use EdLine to monitor and manage their grades and achievement in mathematics. This research contributes to positive social change by explaining how administrators can help middle school parents use an LMS to become engaged with their children's mathematics studies and set expectations for their mathematics task completion and achievement.

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Gibson, Suanne. "Middle management and the Special Educational Needs Co-ordinator (SENCO) : a study of management in practice". Thesis, Oxford Brookes University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368155.

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39

Alnamri, Majbour. "Management accounting in Saudi Arabia : a comparative analysis of Saudi and Western approaches". Thesis, University of Newcastle Upon Tyne, 1993. http://hdl.handle.net/10443/347.

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The purpose of this study is to investigate the similarities and differences in management accounting practices between the Saudi owned and managed companies and the joint venture companies located in Saudi Arabia . The investigation included the degree of sophistication of management accounting systems , the managerial use of accounting and the role of accountants in decision making and control. In the first part the background characteristics of the research in perspective is provided .Along with a general overview of the literature ,the development of the research themes are presented. The second part of the research is concerned with the similarities and differences between the participating companies regarding the degree of sophistication of the accounting system the managerial use of accounting and the role of acountants in decision making and control . This part is descriptive and no attempt is made to explain why such similarities or differences have occuiied . However , the results of the investigation indicate that the western joint venture companies have a more sophisticated accounting system and their accountants have a greater role to play in decision making and control . In addition ,the managers of the joiit venture companies rely more on accounting information in decision making and control compared to their Saudi counterparts. The third part is devoted to provide an explanation of the reasons behind the differences in management accounting practices between the participating companies. This involves the investigation of the relationship between the variables (organizational, managerial , and environmental) and the degree of sophistication of management accounting systems , the managerial use of accounting and the role of the controllers in decision making and control The main results of this part indicate that top management is an important factor which appears to have contributed to the differences of the practices of the participating companies . The other influential factors are the organizational and environmental factors such as organizational goals ownership , price competition and accounting education. Part three ends with the summary and principal findings and a review of the research along with suggestions of how this research can be carried forword.

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Lau, Hoi-keung John, e 劉海強. "Motivation of middle management staff in property management company: a comparison between subsidiary companiesof a developer and independent management companies". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45008930.

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41

Nilsson, Robert O. "Desirable Competencies for Middle Managers in the Hospitality Industry". Thesis, Umeå universitet, Institutionen för geografi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-166410.

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The purpose of this thesis was to gain an updated understanding of the needs of thehospitality industry, and the desirable competencies for middle managers. Most previous studieshave stated the importance of continuant research on desirable competencies to update hospitalityeducators and students. This study was conducted to explore what competencies are desirable,why they are desirable, and how one can acquire them. Few, if any previous studies haveexplored how desirable competencies can be acquired. This thesis adapted qualitative methods togain a better understanding of the informants’ perception of desirable competencies. Theinformants were the general, front-office, food and beverage, and housekeeping managers, atthree different hotels of three different hotel-chains. The informants were personally interviewedwith the use of semi-structured interview guides and fake CV’s the informants had to rank duringthe interviews. The result demonstrated desirable competencies in seven different competencydomains: conceptual/ creative, leadership, human resource, interpersonal/communication, finance,technical and culture/language. The first six competencies are similar to Sandwith’s CompetencyDomain Model (1993); however, this thesis adds another competency domain, culture/language.The competencies were found to be desirable for all manager but were utilized in various waysdepending on the manager’s position. According to the informants, most competencies could betaught and developed through a mixture of formal education and work experience, while somecompetencies were considering part of one’s personality or upbringing. The results provide abetter understanding of desirable competencies in the hospitality industry and the importance ofcultural/language competencies which has not been highlighted in previous studies.

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42

Larson-Garcia, Carolynn. "Mindfulness| A Practice for Improved Middle Manager Decision Making". Thesis, University of Maryland University College, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10640356.

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The field of management’s growing interest in mindfulness appears to stem from the increasing need for new ways to deal with the complexities of ambiguous and uncertain environments. This dissertation examined the context of middle managers faced with the heavy burden of making an increasing number of decisions under difficult conditions and the intervention of mindfulness for improved decision outcomes. By means of a systematic review, with a realist synthesis approach, evidence-based research was carried out to address the research question: How does mindfulness affect middle managers for improved decision making? The findings identified the middle manager context as one characterized by a lack of knowledge, involvement, and understanding of the firm strategy. They are expected to act with strategic agency without awareness of strategic plans. This leads not only to frustration but a reliance on intuition rather than reasoning for decision making. The mindfulness findings showed increased cognitive [mindful] awareness and increased cognitive flexibility enabling a highbred mindful rationality, where increased strategic awareness and reduced negative affect improved decision making. The implications from this research suggest mindfulness may provide both the cognitive and emotional states necessary for middle managers to improve their decision making.

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43

Fourie, Andries J. "Total quality management : middle and top management perceptions of the successful application of a quality management system from a general management, strategic management, quality management and human resources management view". Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/836.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH SUMMARY: Total quality management (TQM) can be defined as a systemic approach on a global level, based on process management of continuous quality improvement by all human resources within the business or company environment, with the specific intent to satisfy the implicit expectations of all stakeholders in the specific business environment. Various factors play a role in the active drive towards a quality-driven learning environment. These factors include increasingly changing market forces, changes in customer requirements and the very way in which quality is perceived by the employees within a company. The above statement raises some important questions, such as • What is the quantifiable value of quality, and • Why is it very easily ignored by various companies? The reason for such questions is the significant shift needed in the thought patterns of management, difficulty in abandoning misconceptions about TQM and difficulty in learning from own mistakes and those of others. It seems that the biggest barrier to the implementation of a total quality system is the misconception that quality will immediately be perfect and is a quick solution which is self-sustaining. TQM is, in fact, not a model that is built in concrete, but a journey consisting of sequential steps. As with any staircase, it can only be sustainable if it is solidly founded on factors such as managerial commitment, drive, fairness, motivation and mobilisation of human resources.
AFRIKAANSE OPSOMMING: Totale gehaltebestuur word gedefinieer as ‘n sistemiese metode op ‘n globale vlak, gebaseer op die bestuur van deurlopende gehalteverbetering deur al die menslike hulpbronne binne 'n onderneming, dit wil sê die sake- of maatskappy-omgewing, met die spesifieke oogmerk om aan die implisiete verwagtinge van die aandeelhouers in die onderneming (besigheidsomgewing) te voldoen. Daar is verskeie faktore wat 'n rol speel in die aktiewe strewe na ‘n kwaliteitsgedrewe leeromgewing. Hierdie faktore behels onder meer die voortdurend veranderende markkragte, veranderinge in die verwagtings van kliënte, en die kwaliteitsbeskouing van die werkers binne ‘n maatskappy. Bogenoemde ontlok belangrike vrae, soos • Hoe word die meetbare waarde van kwaliteit bepaal, en • waarom word dit so maklik deur ondernemings geïgnoreer? Hierdie soort bevraagtekening is 'n aanduiding dat daar ‘n merkbare en betekenisvolle gedagteskuif by bestuur nodig is ten opsigte van hul beskouing van gehalte, dat wanbegrippe oor totale gehaltebestuur verander moet word, en dat probleme in verband met die leer van lesse uit eie foute en dié van ander oorbrug sal moet word. Die grootste probleem ten opsigte van die ontwikkeling van ‘n totale gehaltebestuurstelsel, is die wanpersepsie dat gehalte meteens foutloos sal wees, dat dit ‘n vinnige oplossing is en dat dit selfonderhoudend sal wees. Totale gehaltebestuur is nie ‘n model wat, by wyse van spreke, in beton gegiet is nie, maar ‘n proses met opeenvolgende stappe. Soos met enige stel "trappe", kan dit net volhoubaar wees as dit ‘n sterk fundering het, wat gerugsteun word deur bestuursbetrokkenheid en - deursettingsvermoë, dryfkrag, regverdigheid, motivering en die mobilisasie van die werksmag.

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Leiner, Marie A. "Business ethics among Mexican middle managers : a comparison between the national and international management influence in the moral development of Mexican middle managers at Mexican borderlands /". Ann Arbor, MI : UMI, 2000. http://aleph.unisg.ch/hsgscan/hm00076912.pdf.

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45

Lyckhult, Maria. "Leading from the Middle : The Middle Manager’s Perceived Role from a Relationship Approach". Thesis, Jönköping University, JIBS, Business Administration, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-319.

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Abstract (sommario):

The traditional view of middle managers is that they play a role to receive and deliver information upwards and downwards in the organization. With this position in the hierarchy the middle manager is said to feel stuck in the middle due to conflicting expectations from upper and lower levels in the organization. Researchers have provided theories whether the middle manager is needed or not in the modern organization. When organizational structure begins to change due to downsizing and decentralization the roles of the middle managers begin to change. With the organizational change theorists then argue about the different effects on the middle manager. But how does the middle manager actually perceive his or her role in the new organization?

This thesis aims at reaching a greater understanding of the middle manager’s perceived role within the organization and how the role is affected by the relationships with the upper management levels.

To answer the purpose of this thesis a qualitative method is used. A sample of 50 middle managers from four different organizations is taken from an inhouse database belonging to a research program in collaboration between Jönköping International Business School and Umeå University. The technique chosen is therefore to analyse secondary data originally collected in recent research within the field of middle management.

How the middle manager’s role is perceived differs between the individual middle manager and his or her experience, which indicates that the middle manager’s identity is the most influencing factor on the perceived role.

Den traditionella synen på mellanchefer är att de spelar en roll att ta emot och ge vidare information uppåt och neråt i organisationen. Med den här positionen i hierarkin sägs mellanchefen känna sig klämd i mitten på grund av motstridiga förväntningar från över och under-ordnade. Olika forskare har kommit med olika teorier om mellanchefen behövs i den moderna organisationen eller inte. När organisationsstrukturer börjar förändras på grund av nedskärningar och/eller decentralisering förändras mellanchefens roll. Teoretiker argumenterar om förändringarnas olika effekt på mellanchefen. Men hur uppfattar egentligen mellanchefen sin roll i den nya organisationen?

Den här uppsatsen syftar till att nå en större förståelse för hur mellan-chefen uppfattar sin roll i organisationen och hur denna roll påverkas av relationerna med de övre chefsnivåerna.

För att besvara syftet med den här uppsatsen har en kvalitativ metod använts. Ett urval på 50 mellanchefer från fyra olika organisationer har tagits från en intern databas tillhörande ett forskningsprogram i samarbete mellan Jönköping Internationella Handelshögskola och Umeå Universitet. Den valda tekniken är att analysera sekundärdata från forskning om mellanchefer.

Hur mellanchefen uppfattar sin roll skiljer sig mellan den individuelle mellanchefen och dennes erfarenhet. Detta visar att mellanchefens identitet är en nyckelfaktor till mellanchefens upplevda roll.

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Dlodlo, Thobani. "Factors affecting strategy implementation and the role of middle managers in implementation". Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/8521.

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Thesis (MBA)--University of Stellenbosch, 2011.
The global business environment has evolved since 1990. This change has brought companies new realities in the form of new business opportunities for growth and, at the same time has exposed them to new competitors. This has caused companies to invest many resources in devising new effective strategies to take advantage of the new opportunities, whilst protecting their market positions, which are crucial to their continued economic existence. Effective implementation of strategy has become the goal of many organisations. However, in translating their grand plans into action, unacceptably high rates of failure have been reported among many companies. In most organisations, this responsibility has been left to lower levels of management. The purpose of this research was to establish what factors affected the implementation of strategy and more specifically, what role lower levels of management play in the implementation process. A qualitative study was undertaken where in-depth interviews were held with a senior executive and middle managers of a global company. Eight propositions were posited after a detailed review of literature on strategy implementation and middle managers. These were tested in relation to the results of the research and conclusions were then drawn. The data was analysed using content analysis and frequency tables. The research findings showed that middle managers play a critical role in facilitating the effective implementation of strategy. It also showed that the execution process is fraught with numerous challenges, some of which are lack of sufficient budgets, high staff turnover affecting continuity and the destructive nature of internal competition.

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Lau, Hoi-keung John. "Motivation of middle management staff in property management company : a comparison between subsidiary companies of a developer and independent management companies /". View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B38027604.

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Ceder, Carl, Jesper Hedell e Andreas Franke. "Information Management and the Middle Manager : An Analysis of Three Swedish Companies". Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12419.

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One form of knowledge that has been proven to be important for companies’ perfor-mance during the recent financial crisis is the understanding of the financial data and information.The purpose of this thesis is to investigate how three Swedish companies – Sto Scandi-navia AB, Swedbank and Axfood SSC – communicate internal financial information to their middle managers. As well as how the companies use knowledge management to leverage their financial communication internally.The study presents an integrated framework of information management and knowledge management based on the works of the leading and often quoted re-searchers in those fields.This study uses 12 semi structured interviews to gather qualitative data about how nine middle managers and three top managers view the communication of financial in-formation at their companies. The interviews were complimented with closed question surveys handed to the nine middle managers.Our analysis concludes that the three companies differ significantly in their approach to communicating financial information. Swedbank uses a wide range of financial in-formation in their daily operations. Further, they have an organized and structured ap-proach to communicating and managing their financial information.Sto and Axfood (SSC) do not use financial information to the same extent in their oper-ations. Additionally they communicate the information in an informal and unstruc-tured way. Although using a less structured approach, the managers at Axfood were more satisfied with how the company uses financial information then the other com-panies. This could be due to the lesser importance given to financial information at SSC compared to Swedbank.We found Sto to be at the verging point from turning from a small company to large company and thus needs to review their current strategy, which has previously been based on the ability of the managers to receive information through informal paths.

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Forsberg, Birger C. "Diarrhoeal diseases in low- and middle-income countries : trends, management and control /". Stockholm, 2007. http://diss.kib.ki.se/2007/978-91-7357-263-7/.

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Baumann, Lars. "The impact of national culture on project management in the Middle East". Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12274.

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Most international corporations have to adopt to the requirements of globalisation by working in international joint ventures or international projects outside their well known home markets. The successful management of projects is an essential element aiming to cope with the complex challenges caused by cultural factors and other influences on the management of projects. Especially the Middle East as a cultural region has experienced a dynamic growth during the last decades, as many of the countries rich in oil and gas have heavily invested into their local infrastructure. Besides other factors, the impact of national culture on project management may lead to negative influences like project delays and project failure, or positive influences such as an increased communication. Based on the Hofstede dimensional framework this thesis is designed to investigate which cultural factors and other factors influence the PMBoK (PMI Body of Knowledge) knowledge areas while delivering projects in the Middle East. This empirical study is using a qualitative research approach in a multiple-case study design analysing six projects. The results clearly show that some characteristics of the Middle Eastern cultural context strongly determine the applicability of the PMBoK knowledge areas. Especially the interrelation of individualism (IDV) and power distance (PDI) reveals some new perspectives for project work in this region. The two case studies illustrate a strong increase in power distance if the project manager and the team member do not originate from the same cultural background. Additionally differences in time perception and the characteristics of the dimension long term orientation (LTO) result in fundamental differences for the application of the PMBoK processes. The findings help to develop a theoretical framework highlighting specific influences for PMBoK knowledge areas. The results of this thesis may form a basis for future researchers aiming to develop improved models for project management in the Middle East or other cultural regions. Finally, the theoretical franework developed herein is designed to help project practitioners to gain a better understanding of the specific challenges while working on the Arabian peninsula.

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Tesi sul tema "Middle management"

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