The paper "Can Middle Management Be Effective in Leading Organisational Change" is a wonderful example of a Management Case Study. Organizational change is inevitable if an organization has to remain relevant in the changing world. It involves a transformation from the way an organization operates to how it ought to operate so as to achieve organizational goals and objectives. Middle managers act as the link between supervision and management and thus a major determinant of how effective the desired change is accepted and implemented. Involving these managers in the development, design, and implementation of organizational change prevents blind reactions which may result in resistance to change. The success of suggested organizational change depends on the credibility of middle managers and their capability to influence change.
Respecting middle managers and taking time to let them understand the importance of a particular change instills a sense of rationality and hence smoothening the path to change implementation success. One of the integral factors in achieving a positive outcome is investing in training and support programs for middle management. A lot of research has been conducted on organizational change and the impact of management actions on change implementation at the global level.
Despite the fact that middle managers to a greater extent determine the effectiveness of change implementation process, very little research has been done on the effectiveness of middle management in implementing organizational change in large Australian firms such as Fiberglass International (FGI). Lack of such information makes it difficult to understand the hindrances existing in change implementation. The neglect of middle management is clear both in theory and practice as there is very little information on this. This research is therefore aimed at determining the effectiveness of middle management in implementing organizational change.
This is achieved through the investigation of Fibreglass International as a case study through focus groups and interviews. The case report will be beneficial to managers in large and small institutions, organizational structure developers, change implementation consultancy firms as well as researchers in the field of organizational change and management. The report is divided into seven sections including this introduction. To begin with, an orientation is given followed by data collection and analysis. Key activities, processes, and events are then discussed followed by a description of key learning.
Lastly, a conclusion is drawn from the existing literature and the findings of the report. Assumption The study assumes that the respondents were faithful in giving true information in each question asked and that personal attitudes were not reflected in the data. It also assumes that the data collected was representative to allow space for generalization to a wider population. Accuracy and precision in data during the collection and recording of the data is a very important factor of consideration.
This research assumes that the researchers who collected and recorded the data were precise and accurate. It also assumes that there was uniformity in data recording which makes data science. Orientation Middle management in a business organization is a level of management comprising of executives or senior supervisory staff responsible for the detailed running of an organization or business and reporting to top management. Middle managers head specific departments such as production, accounting, and marketing. Their main duty is the implementation of top management’ s plans and policies. They also oversee day- to -day operations of an organization.