Exploring the role and challenges of middle management in a changing organisation: Using change management models as a tool for analysis

Abstract

Middle management’s aspect in change management processes has been long neglected in academic research and by practitioners, even though their significant position has been gradually recognised in organisational development and implementation processes. This suggests, that middle managers could have a vital role to ensure that organisational change efforts are successful. Therefore, this study aims to understand the roles and challenges middle management face in organisational change process, asking research questions What are the main roles of middle managers in change process? What are the main challenges in middle managers’ role in change process and why? What is the role of middle managers in a change process from the aspect of delivering information? To achieve a comprehensive conclusion about this phenomenon, this study will first present a definition of change management, its separate phases illustrated as models and explore the role of middle managers in change processes based on the literature. Middle managers’ role is often not individualised in the models. Furthermore, based on the empirical findings of this study, the author will offer a revised change management model that emphasises the middle managers role to reduce challenges they are facing.

The nature of this study is qualitative, and the research logic chosen is semi-deductive. The data collection was conducted as unstructured interviews, that were held in a company functioning in financial sector in Nordic countries. The case company chosen allowed more in-depth view for the middle managers’ role and challenges to be realised. The findings of this study suggest that the most challenging phases of change processes are implementation, change communication, managing change resistance and understanding the holistic view of the change. The study also suggests, that the middle managers should be participated to the whole change process to increase the quality of understanding, communication and decision-making process in a changing organisation.

As a theoretical input to the existing literature, this study extends the present knowledge on middle managers’ role and challenges brought by these roles to execute change efforts more efficiently in organisation. It suggests the participation of middle managers is crucial, also offering this as a procedure to managers in real life.