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Experiences of Managing Change - A case study of middle managers experiences of managing in a changing organization

Lindrot, Adam LU and Sara, Borg (2014) BUSN49 20141
Department of Business Administration
Abstract
Abstract

Title: Experiences of managing change: a case study of middle managers experiences of managing in a changing organization
Submission date: 23rd of May 2014
Course: BUSN49 Degree Project in Managing People, Knowledge and Change – Master Level
Authors: Adam Lindroth & Sara Borg
Supervisor: Kate Sullivan, Lund University, Sweden

Keywords: Change management, organizational change, middle managers, consensus culture, pressure

Thesis purpose: The thesis aims to add knowledge concerning middle managers experiences of managing change.
Methodology: The researchers have conducted qualitative interviews with an interpretive stance.
Research Question: How do middle managers experience managing in a changing organization?
Basic... (More)
Abstract

Title: Experiences of managing change: a case study of middle managers experiences of managing in a changing organization
Submission date: 23rd of May 2014
Course: BUSN49 Degree Project in Managing People, Knowledge and Change – Master Level
Authors: Adam Lindroth & Sara Borg
Supervisor: Kate Sullivan, Lund University, Sweden

Keywords: Change management, organizational change, middle managers, consensus culture, pressure

Thesis purpose: The thesis aims to add knowledge concerning middle managers experiences of managing change.
Methodology: The researchers have conducted qualitative interviews with an interpretive stance.
Research Question: How do middle managers experience managing in a changing organization?
Basic Findings: The interviewees experienced much pressures from multiple directions when managing in a changing organization. This made them feel squeezed and that their managing attempts many times were pointless.
Conclusion: Middle managers experienced pressure and tension from top management ‘over managing’, wanting too much control and not communicating enough or clearly. They also experienced pressure and tension from a certain kind of ‘consensus culture’, which existed amongst colleagues, and from their employees, both directly from them and in wanting to be good managers through the change. All of these pressures caused the interviewees to feel squeezed and that they were sometimes managing in vain. They reacted to this experience in different ways, which were opting out, becoming cynical, playing along, and selectively opting in. However, selectively opting in seemed as the only reaction that changed their situation in any way, why middle managers in similar situations should consider this reaction. (Less)
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author
Lindrot, Adam LU and Sara, Borg
supervisor
organization
course
BUSN49 20141
year
type
H1 - Master's Degree (One Year)
subject
keywords
Change management, organizational change, middle managers, consensus culture, pressure
language
English
id
4560899
date added to LUP
2014-08-07 16:50:04
date last changed
2014-08-07 16:50:04
@misc{4560899,
  abstract     = {Abstract

Title: Experiences of managing change: a case study of middle managers experiences of managing in a changing organization
Submission date: 23rd of May 2014
Course: BUSN49 Degree Project in Managing People, Knowledge and Change – Master Level
Authors: Adam Lindroth & Sara Borg
Supervisor: Kate Sullivan, Lund University, Sweden

Keywords: Change management, organizational change, middle managers, consensus culture, pressure

Thesis purpose: The thesis aims to add knowledge concerning middle managers experiences of managing change.
Methodology: The researchers have conducted qualitative interviews with an interpretive stance.
Research Question: How do middle managers experience managing in a changing organization?
Basic Findings: The interviewees experienced much pressures from multiple directions when managing in a changing organization. This made them feel squeezed and that their managing attempts many times were pointless. 
Conclusion: Middle managers experienced pressure and tension from top management ‘over managing’, wanting too much control and not communicating enough or clearly. They also experienced pressure and tension from a certain kind of ‘consensus culture’, which existed amongst colleagues, and from their employees, both directly from them and in wanting to be good managers through the change. All of these pressures caused the interviewees to feel squeezed and that they were sometimes managing in vain. They reacted to this experience in different ways, which were opting out, becoming cynical, playing along, and selectively opting in. However, selectively opting in seemed as the only reaction that changed their situation in any way, why middle managers in similar situations should consider this reaction.},
  author       = {Lindrot, Adam and Sara, Borg},
  keyword      = {Change management,organizational change,middle managers,consensus culture,pressure},
  language     = {eng},
  note         = {Student Paper},
  title        = {Experiences of Managing Change - A case study of middle managers experiences of managing in a changing organization},
  year         = {2014},
}