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Статті в журналах з теми "Middle managers"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 30 липня 2024

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1

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

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Анотація:

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

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2

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

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3

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

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Анотація:

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

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4

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

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5

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

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Анотація:

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

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6

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

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7

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

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8

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

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9

Khachatryan, Ani. "PERSONAL QUALITIES IMPORTANT FOR THE PROFESSIONAL ACTIVITY OF THE MODERN MIDDLE LEVEL MANAGER." Modern Psychology 7, no. 1(14) (May 31, 2024): 15–22. http://dx.doi.org/10.46991/sbmp/2024.7.1.015.

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Анотація:

The peculiarity of this level of management lies in the fact that the middle level manager is the organizer and supervisor of the process of implementation of decisions and actions taken by high-level managers. The modern management system, along with rapid changes in socio-economic conditions, also makes special demands on the middle level manager. In the conditions of modern imperatives, the focus of attention is on the issue of matching the characteristics of managerial activity and the psychological qualities of the manager, which can be the basis for effective activity and professional development. The professional development of middle-level managers is determined by a unique combination of important professional psychological qualities, namely: emotional intelligence, thinking, voluntary self-regulation, social-communication knowledge. The conducted research works provide an opportunity to state that conscientiousness, self-regulation of behavior, and creativity are important personal qualities for a modern middle level manager. Creativity is also characteristic of middle level managers: it is above average among middle level managers. It means that we can talk about such important professional qualities of a modern middle level manager as conscientiousness, control of behavior and creativity.

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10

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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11

Supranavičienė, Ugnė, and Genutė Gedvilienė. "Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai." Acta Paedagogica Vilnensia 51 (January 29, 2024): 84–97. http://dx.doi.org/10.15388/actpaed.2023.51.5.

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The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.

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12

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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Анотація:

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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13

McKenzie, Jane, and Sharon Varney. "Energizing middle managers’ practice in organizational learning." Learning Organization 25, no. 6 (September 10, 2018): 383–98. http://dx.doi.org/10.1108/tlo-06-2018-0106.

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Анотація:

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

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14

Wong, Ho, and Guohua Huang. "Why Do Middle Managers Leave? Middle Managers’ Trust in Supervisors and Turnover Intention." Academy of Management Proceedings 2021, no. 1 (August 2021): 15274. http://dx.doi.org/10.5465/ambpp.2021.15274abstract.

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15

Ganz, Freda D., Nurit Wagner, and Orly Toren. "Nurse middle manager ethical dilemmas and moral distress." Nursing Ethics 22, no. 1 (January 29, 2014): 43–51. http://dx.doi.org/10.1177/0969733013515490.

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Анотація:

Background: Nurse managers are placed in a unique position within the healthcare system where they greatly impact upon the nursing work environment. Ethical dilemmas and moral distress have been reported for staff nurses but not for nurse middle managers. Objective: To describe ethical dilemmas and moral distress among nurse middle managers arising from situations of ethical conflict. Methods: The Ethical Dilemmas in Nursing–Middle Manager Questionnaire and a personal characteristics questionnaire were administered to a convenience sample of middle managers from four hospitals in Israel. Results: Middle managers report low to moderate levels of frequency and intensity of ethical dilemmas and moral distress. Highest scores were for administrative dilemmas. Conclusion: Middle managers experience lower levels of ethical dilemmas and moral distress than staff nurses, which are irrespective of their personal characteristics. Interventions should be developed, studied, and then incorporated into institutional frameworks in order to improve this situation.

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16

Kieran, Sarah, Juliet MacMahon, and Sarah MacCurtain. "Strategic change and sensemaking practice: enabling the role of the middle manager." Baltic Journal of Management 15, no. 4 (April 2, 2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.

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PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a weekly, online diary for 12 weeks. A qualitative analysis of the final 355 diaries isolated and explained the sensemaking practices in which middle managers engaged as they sought to achieve the shared understanding required to progress strategic change.FindingsThis study identifies the key practice underpinning middle manager sensemaking as formal and frequent discourse opportunities between leaders and middle managers. Through leader participation beyond the initiation stages of strategic change, and the organisation's positive positioning of time and metrics, these discourse opportunities enable a form of sensemaking associated with a number of positive organisational outcomes. These include middle manager sensegiving across the organisation, the successful enactment of strategic change, positive perceptions of change outcomes and organisational climate among middle managers and middle manager well-being.Research limitations/implicationsThis study advances our theoretical understanding of the practice of sensemaking in organisations through the isolation and identification of its key practices. However, given the difficulty in obtaining access for such a lengthy and intrusive methodology, the study is confined to three organisations. Additionally, the focus on the practice of sensemaking did not fully explore any contextual factors within these organisations. Also, middle manager perceptions of successful organisational outcomes are not very reliable performance indicators. While the self-reporting of perceptions is a worthwhile means of gathering data, a measure and comparison of actual business performance indicators would significantly strengthen the findings.Practical implicationsFrom a practitioner perspective, this study not only underlines the importance for organisations of developing critical sensemaking practices for middle managers but also provides a clear pathway to achieving this. In approaching the intangible process of sensemaking from a practice perspective, it provides key stakeholders such as leaders, change agents and the HR department with a guide as to the types and forms of discourse practices which can be enabled. Maybe more importantly, it also highlights the practices which disable middle manager sensemaking. The study also provides organisations with insights into the positive outcomes stemming from middle manager sensemaking that should strengthen their case towards the development of sensemaking practices.Originality/valueThis paper responds to the call for new approaches to the study of sensemaking as an ongoing practice within organisations. The qualitative diary analysis provides rich insights into the specific organisational practices that can enable middle manager sensemaking, while also highlighting those practices that can disable their role during strategic change. These findings provide organisations with clear approaches for developing sensemaking as a practice, thereby engaging and supporting the multiple actors and levels required to deliver successful strategic change.

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17

Cheng, Hong, Feifei Song, and Dandan Li. "How middle managers’ participation in decision-making influences firm innovation performance." Chinese Management Studies 11, no. 1 (April 3, 2017): 72–89. http://dx.doi.org/10.1108/cms-12-2016-0253.

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Анотація:

Purpose This paper aims to re-examine the effect of middle managers’ participation in decision-making (DM) on the innovation performance of Chinese manufacturing firms. It also testifies the intermediation channels regarding how middle managers’ participation influences firm innovation performance by testing the mediating effect. Design/methodology/approach This paper constructs a model that determines firm innovation and tests the hypotheses with econometric regressions using first-hand data from the China Employer–Employee Survey. Semiparametric and intersectional regressions are used to show how middle managers’ participation in DM influences Chinese firm innovation after controlling for the characteristics of middle manager personnel, entrepreneurs, frontline workers, firm, industry and country. Findings This paper empirically shows that middle managers’ participation in DM has a significantly positive effect on firm innovation. After testing the mediating effect, the findings show that the improvement of middle managers’ DM participation leads to a certain increase in technicians and a reduced dependence on government. In this regard, middle managers’ participation is complementary to the human capital of entrepreneurs. Originality/value This paper measures the degree of middle managers’ participation in DM according to four indicators. It focuses on the influence mechanisms of middle managers’ participation in DM on firm innovation performance, based on their ability to allocate external and internal resources. These findings will be useful for investigating management resource reallocation within firms for developing countries.

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18

Bardon, Thibaut, Andrew D. Brown, and Stéphan Pezé. "Identity regulation, identity work and phronesis." Human Relations 70, no. 8 (January 6, 2017): 940–65. http://dx.doi.org/10.1177/0018726716680724.

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How do corporations attempt to regulate the ways middle managers draw on discourses centred on ‘effectiveness’ and ‘ethics’ in their identity work, and how do these individuals respond? We analyse the discursive struggle over what it meant to be a competent manager at Disneyland, where middle managers were encouraged to construe their selves in ways that emphasized ‘being effective’ over ‘being ethical’, and managers responded with identity work that positioned them as searching for the practical wisdom (phronesis) to make decisions that were both effective and moral. The theoretical contribution we make is twofold. First, we analyse processes of identity regulation and identity work at Disneyland, highlighting divergences between corporate injunctions and middle managers’ appropriations of them, regarding what it meant to be a practically wise manager. Second, we discuss a phronetic identity narrative template, contestable both by organizations and managers, in which people are positioned as questing for the practical wisdom to make decisions that are both moral and effective, and phronesis as an image by which scholars may analyse identities and identity work. This leads us to a more nuanced understanding of middle manager identities and the scope they have to constitute their selves as moral agents.

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19

Ciutiene, Dr Ruta, Asta Savaneviciene, and Ausra Rutelione. "MIDDLE LEVEL MANAGERS STRESSORS STUDY." Review of Business Research 13, no. 1 (March 1, 2013): 57–62. http://dx.doi.org/10.18374/rbr-13-1.7.

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20

Thomas-Gregory, Annette. "Professional identities of middle managers." Educational Management Administration & Leadership 42, no. 5 (February 12, 2014): 620–39. http://dx.doi.org/10.1177/1741143213513186.

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21

Austin, Nick. "Middle managers need proper training." Five to Seven 2, no. 3 (July 2002): 8. http://dx.doi.org/10.12968/ftoe.2002.2.3.16646.

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22

Gabriele, Roberto, Elena Feltrinelli, and Sandro Trento. "Do Middle Managers Capabilities Matter?" Academy of Management Proceedings 2014, no. 1 (January 2014): 13399. http://dx.doi.org/10.5465/ambpp.2014.13399abstract.

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23

Peschanski, Valentin V. "Middle Managers in Contemporary Capitalism." Acta Sociologica 28, no. 3 (July 1985): 243–55. http://dx.doi.org/10.1177/000169938502800306.

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24

Sharma, Garima, and Darren Good. "The Work of Middle Managers." Journal of Applied Behavioral Science 49, no. 1 (January 17, 2013): 95–122. http://dx.doi.org/10.1177/0021886312471375.

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25

Boyett, Inger, and Graeme Currie. "Middle Managers Moulding International Strategy." Long Range Planning 37, no. 1 (February 2004): 51–66. http://dx.doi.org/10.1016/j.lrp.2003.11.009.

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26

Shyavitz, Linda, David Rosenbloom, and Lynn Conover. "Financial incentives for middle managers." Health Care Management Review 10, no. 3 (January 1985): 37–44. http://dx.doi.org/10.1097/00004010-198501030-00008.

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27

Carlström, Eric D. "Middle managers on the slide." Leadership in Health Services 25, no. 2 (April 27, 2012): 90–105. http://dx.doi.org/10.1108/17511871211221028.

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28

Hartley, Ross. "Leadership as a management competency in rural health organisations." Australian Health Review 19, no. 3 (1996): 117. http://dx.doi.org/10.1071/ah960117.

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The management competency of leadership was measured on 34 middle and seniorhealth managers from the Murray Health Service, using Situational LeadershipQuestionnaires. Using self-analysis, the managers found their leadership behavioursto be entrenched, inflexible and less effective than they might otherwise be. Thisconclusion was supported by results of the questionnaires completed on each managerby their followers. In almost half of the cases, followers had a different perception oftheir manager?s leadership style than did the manager. This paper discusses thesefindings in the context of management assessment centres and the Charter for Changenow facing all health organisations.

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29

Erenda, Ivan, Zlatka Meško Štok, and Maja Meško. "Top and Middle-Level Managers’ Value in Slovenian Enterprises." Indian Journal of Applied Research 4, no. 7 (October 1, 2011): 299–302. http://dx.doi.org/10.15373/2249555x/july2014/95.

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30

Baczyńska, Anna, and Tomasz Rowiński. "Personality, Analytical, and Emotional Intelligence Among Top and Middle Managers." Central European Management Journal 28, no. 2 (June 15, 2020): 2–15. http://dx.doi.org/10.7206/cemj.2658-0845.19.

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Анотація:

Purpose: To explore the differences between top and middle managers’ selection profiles. To that end, we assessed three important criteria: analytical intelligence, emotional intelligence, and personality. Methodology: The study compared two groups of managers (N=383): top managers (N=98) and middle managers (N=285). To measure the three factors, we used reliable, validated tools. Using discriminant analysis, we defined the strongest differentiating factors of the two groups. Results: Significant differences were obtained in the areas of the three factors, i.e. in general mental ability, some aspects of the personality dimension, and some facets of emotional intelligence. Discriminant analysis showed that facets of emotional intelligence most strongly differentiate the two groups. Implications: We describe and explain the typical profiles of top and middle managers with the three factors. Originality/value: These results are useful in the selection and development process of the organizatio

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31

Spaten, Ole Michael, and Winnie Flensborg. "When middle managers are doing employee coaching." International Coaching Psychology Review 8, no. 2 (September 2013): 18–39. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.18.

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Анотація:

Objectives:Until now, rather limited empirical research has been conducted as regards managers who coach their employees (Crabb, 2011). The aim of this research was to investigate the managers’ challenging and successful experience when coaching their employees and how these coaching sessions were assessed by their employees.Design:The overall study investigated 15 middle managers – from a major Danish nationwide company who were trained to coach by two coaching psychologists through theoretical presentations, individual coaching and peer coaching sessions with direct supervision (learning-by-doing: Spaten, 2011b) – when they were coaching their 75 employees through an online survey and semi-structured interviews.Methods:Four middle managers and employees were interviewed after the intervention. Thematic analysis was chosen and elicited three main themes: (1) coaching skills; (2) professional and personal development; and (3) the coaching relationship and power relation.Results:The study found that the manager as coach should be highly sensitive and empathetic in building the coaching relationship, should be aware of the power relation, and should draw clear boundaries between their role as leader and their role as coach. The middle managers’ coaching skills were assessed very positively by employees.

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32

Lavarda, Rosalia Aldraci Barbosa, and Nairon Nícolas da Silva Gomes. "A atuação do middle manager nas interlocuções entre strategizing e sustentabilidade: um ensaio teórico." Revista Ibero-Americana de Estratégia 22, no. 1 (May 25, 2023): e23394. http://dx.doi.org/10.5585/2023.23394.

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Анотація:

Purpose of the study: to understand, from a theoretical essay, how the middle manager performs in the interlocutions between strategizing and sustainability.Methodology/approach: Theoretical essay based on the approach of a narrative literature review.Originality/relevance: It is based on the lack of studies addressing the role of middle managers in the interconnections between strategizing and sustainability, making this study relevant to the discussion and expansion of research scope in the field of strategy.Key findings: Arguments regarding the strategic relevance of sustainability in organizations; the various ways in which middle managers act in the interconnections between strategic actions and sustainability; the construction of meaning to legitimize sustainability actions; and a theoretical representation of the role of middle managers in the interconnections between strategizing and sustainability.Theoretical/methodological contributions: this study revealed that, in the execution of their roles (facilitator, implementer, advocate and synthesizer) and when a position oriented towards sustainability strategies is adopted, middle managers receive a new assignment, that of promoting sustainability strategies within the organization. Social/management contributions: this study corroborates the need to promote sustainability actions in a practical way in organizations to find a state of synergy between the organization and environment, with the middle manager being an important agent in the process of creating meaning for strategies focused on sustainability.

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Spieler, Kristin Severinsen. "Navigating Autonomy, Competence, and Relatedness: Insights from Middle Managers in Norway." Administrative Sciences 14, no. 5 (May 17, 2024): 102. http://dx.doi.org/10.3390/admsci14050102.

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Middle managers play a pivotal role in bridging the gap between senior leadership and employees, often navigating competing demands and pressures. This study investigates experiences of autonomy, competence, and relatedness among middle managers serving as department heads in the University and University College (UUC) sector in Norway. The study adopts a qualitative approach in the form of semi-structured interviews with six participants. The findings underscore the significance of autonomy, trust, and support in facilitating the effective execution of middle managers’ roles as executive and inclusive leaders. Autonomy emerges as crucial, which aligns with the principles of the Nordic work–life model. Furthermore, the study highlights the importance of internal motivation and the support provided by the immediate leadership in enhancing middle managers’ performance. Personal competence in one’s subject areas and relatedness emerge as key factors ensuring employee confidence and fostering a positive work environment. The implications of these findings suggest that nurturing autonomy, competence, and relatedness may mitigate the perceived stress associated with being a middle manager in the UUC sector. By addressing these fundamental needs, organisations can potentially enhance the well-being and effectiveness of middle managers, ultimately contributing to organisational success.

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Adey, Ken, and Jeff Jones. "Development needs of middle managers: the views of senior managers." Journal of In-Service Education 24, no. 1 (March 1998): 131–44. http://dx.doi.org/10.1080/13674589800200034.

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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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Belasen, Alan, and Ariel R. Belasen. "Value in the middle: cultivating middle managers in healthcare organizations." Journal of Management Development 35, no. 9 (October 10, 2016): 1149–62. http://dx.doi.org/10.1108/jmd-12-2015-0173.

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Purpose Senior executives in healthcare organizations increasingly display preference for a closer handling of operational levels, bypassing middle managers, and de-emphasizing the need to cultivate the next cadre of leaders, creating the potential for leadership and performance gaps. The authors argue that middle managers are a vital resource for healthcare organizations and review the benefits for including them in leadership development and succession planning programs. The paper aims to discuss these issues. Design/methodology/approach Current theories and common practices in addition to data collected from government sources (e.g. BLS), business and industry surveys and reports (e.g. Moody’s, Witt/Kieffer, Deloitte, American Hospital Association) are used to classify the roles, skills, and strategic value of middle managers in healthcare organizations. Findings The combination of a greater executive span with less hierarchical depth creates a dual effect of devaluing middle management, and a decrease in middle managers’ autonomy. Healthcare middle managers who stay away or lay low further trigger perceptions of low expectations leading to low morale and high levels of stress. Others become hypereffective or develop exit strategies. Major problems are: rising turnover costs; and insufficient attention to succession planning, internal promotion, and leadership development. Practical implications The outcomes of this study are useful for management development, particularly at times of change. Practitioners and researchers can have a better understanding of the value of middle managers and their development needs as well as the factors and dynamics that can influence their motivation and affect retention. Originality/value Understanding and implementing the ideas developed in this paper by healthcare organizations and other companies can lead to a drastic change in the current perceptions of the importance of middle managers and should lead to long-term retention, well-being, and extrinsic benefits for both the company and its employees.

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Rong, Da. "Training and Development Strategies for Senior and Middle Level Managers with the Purpose of Learning Organizations." Journal of Finance Research 4, no. 1 (May 29, 2020): 108. http://dx.doi.org/10.26549/jfr.v4i1.3271.

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In the presence of dynamic organizational environment and a growing supply of ‘knowledgeable employees’ which require more professional managers to address their fast changing and increasing needs, senior and middle level managers are now required to keep up with the dynamic and learning environment more than ever. In order to train senior and middle level managers, the article has recommended four perspectives to encourage the development of learning manager. The first aspect for senior and middle level mangers is to integrate learning talents into their practices. The second point is to encourage managers to provide strong support for individuals and teams to develop a learning organization. The third point encourages learning managers and organizations to be composed into the culture of the organization. The last point advocates for more open and free dissemination of information and knowledge to be allowed within an organization.

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Patel, Neha A., Sunil N. Nayak, Bhaveshbhai R. Bariya, and Mehulkumar N. Patel. "Analysis of leadership and team management skills of middle-level healthcare managers of Valsad district, Gujarat." Journal of Family Medicine and Primary Care 13, no. 2 (February 2024): 498–504. http://dx.doi.org/10.4103/jfmpc.jfmpc_2434_22.

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ABSTRACT Background: The healthcare managers need to develop the managerial skills and use it for better healthcare delivery. A manager requires leadership skill to empower employees and motivate them to work in an efficient manner to achieve organizational goal. Motivating employees/subordinates and developing positive attitude toward them is one of the crucial skills that the leader needs to develop. The way health team works as a unit affects the outcome and needs good leader. With this background, the current study tends to explore the managerial skills of middle-level managers. Objectives: 1. To assess the leadership and team management skills of middle-level managers and 2. To find out motivational factors used by managers. Materials and Methods: A cross-sectional study was conducted among district-level healthcare managers and medical officers. Data collection was performed via semistructured and scale-based questionnaire and analyzed using Microsoft office excel. Results: 60% of managers had participative leadership style. Team work skills were fair enough among the managers. 53% of medical officers were freshly appointed with experience of less than one year. The middle-level managers used appreciation of work (41.8%) as major motivator of the team. Conclusions: The middle-level healthcare managers have good leadership quality as well as teamwork skills. Appreciation of work is commonly used motivator.

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SELF GRESHAM, JO ANNA, and HAZEL N. BROWN. "How Satisfied Are Middle Nurse Managers?" Nursing Management (Springhouse) 28, no. 1 (January 1997): 41???44. http://dx.doi.org/10.1097/00006247-199701010-00012.

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Holden, Len, and Ian Roberts. "The depowerment of European middle managers." Journal of Managerial Psychology 19, no. 3 (April 2004): 269–87. http://dx.doi.org/10.1108/02683940410527757.

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Briggs, Ann R. J. "Academic middle managers in Further Education." Management in Education 15, no. 2 (April 2001): 12–14. http://dx.doi.org/10.1177/08920206010150020501.

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Kerry, Trevor. "Middle managers as followers and leaders." Management in Education 17, no. 3 (July 2003): 12–15. http://dx.doi.org/10.1177/08920206030170030301.

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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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Keen, Linda, and Richard Scase. "Middle managers and the new managerialism." Local Government Studies 22, no. 4 (December 1996): 167–86. http://dx.doi.org/10.1080/03003939608433839.

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TAMARISK, NANCY K. "Personal Computer Databases for Middle Managers." Nursing Management (Springhouse) 21, no. 7 (July 1990): 49???53. http://dx.doi.org/10.1097/00006247-199007000-00024.

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Starratt, Joseph A., and Thomas A. Tollman. "Upward Evaluation of Library Middle Managers." Reference Services Review 14, no. 1 (January 1986): 87–90. http://dx.doi.org/10.1108/eb048931.

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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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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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Thakur, Manab. "Involving Middle Managers in Strategy Making." Long Range Planning 31, no. 5 (October 1998): 732–41. http://dx.doi.org/10.1016/s0024-6301(98)00078-8.

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50

Jackson, David, and John Humble. "Middle Managers: New Purpose, New Directions." Journal of Management Development 13, no. 3 (April 1994): 15–21. http://dx.doi.org/10.1108/02621719410051966.

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