How and Why Do Middle Managers Support and Resist Strategic Change - Literature review Example

The paper "How and Why Do Middle Managers Support and Resist Strategic Change" is an outstanding example of a management literature review. Change in any organisation tends to take various reactions from its employees with some finding it hard to conform while others easily follow. Often, a number of issues catalyse the reaction employees have toward any kind of change even when it can positively transform their lives. One is the middle managers’ role and support in this change. The influence a manager has on their perception toward strategic change will determine how the other employees respond.

This paper seeks to highlight the reasons and methods middle manager resist or support strategic change. Further, analysis on the reason models of change fails to bring the much-needed cultural change. Finally, the impact leadership behaviours have on employees’ commitment to organisational change has been explained.1.1. Organisational politicsMiddle managers answer to the top management, but this does not mean they have no influence over the employees they supervise. Sometimes these managers resist change as a way of proving a point especially when they do not agree with the intended change.

According to Herzig and Jimmieson (2006), this occurrence is rampant in organisations where middle managers not consulted in the drafting of the changes. Since they are the ones tasked with the implementation of a number of these changes, it then becomes almost impossible to do it because they will not motivate the employees.In light of the above, it clearly means that when middle managers are involved, implementation of any change will not encounter as many challenges as when their opinions are not sought.

Managers are not just employees of an organisation; they are role models with a great influence over the employees. Their day to day behaviour is closely monitored by the employees whether the manager is aware or not. In the end, this behaviour, attitude and trend set by the manager will eventually reflect on the employees (Kaye, 2004). Therefore, when managers are not aware of the changes an organisation intends to implement, this could greatly deter the implementation process.1.2 Vague strategyWhile on some occasions middle managers do needlessly resist change, another reason it becomes hard for them to support it is the lack of a clear strategy.