Leadership & Organization Development Journal, (UK), Vol 18 No 1 97
Start page: 41 No of pages: 9
Examines the role of middle managers in managing change. Considers the recommendations of the Karpin Report which looked at the skills needed by Australian managers, linking this to the literature on change, arguing that shift away from top-down change management gives a new role for middle managers. Introduces the concerns-based networking model of change, which focuses on the middle managers’ networking styles in facilitating change, and considers how it would work in practice. Highlights the importance of action learning in helping managers to test and reconstruct the model, and develop their change management skills in practice.
Subject(s): MIDDLE MANAGEMENT, SKILLS, NETWORKING, ACTION LEARNING, AUSTRALIA, ORGANIZATIONAL CHANGE
Database: TMA: Top Management Abstracts PTA: Personnel & Training Abstracts PTA: Personnel & Training Abstracts
Style: Theoretical with application in practice
Indicators: Research Implication- *, Practice Implication- **, Originality- **, Readability- *, Total Number- ****** Reference: 26AK561
Reproduced by permission of Anbar Management Intelligence