Answer Question: How And Why Do Middle Managers Support And Resist Strategic Change?
£20-250 GBP
Bezahlt bei Lieferung
Based on the Three Specified Journal Papers, Answer Topic Question accordingly to the outlined structure. Structure has to be stricly followed
Additional Requirements:
• You must answer of the following questions.
• You must at the very least read and use the following three journal articles,
and course text book, to complete your answer to each question.
• You are encouraged to use wider reading, in addition to this mandatory
reading, to complete your answer to each question.
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ASSIGNMENT ANSWER STRUCTURE:
1. Introduction
- Why middle managers are important for strategic change?
- What the rest will be about?
2. The Main Body:
Think about read papers in terms of the main question and answer:
- Use Journal Paper 1
Answer and Notes On paper
- Use Journal Paper 2
Answer and Notes On paper
- Use Journal Paper 3
Answer and Notes On paper
3. Conclusion:
Summarise the key points about why managers support or resist (under what
circumstances) and how they do it? Up
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Journal Papers/Articles: (Attached To Email)
Paper No. 1
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
Paper No. 2
McCann, L., Morris, J. and Hassard, J. (2008) "Normalized Intensity: The New Labour Process of Middle Management." Journal of Management Studies 45(2): 343-371
Paper No. 3
Sharyn E. Herzig and Nerina L. Jimmieson, (2006) "Middle managers' uncertainty management during organizational change", Leadership and Organization Development Journal, 27 (8): 628 – 645
Key Text Book Used:
Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall
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ARTICLES TO BE USED TO ANSWER: (SEE ATTACHMENTS)
Sharyn E. Herzig and Nerina L. Jimmieson, (2006) "Middle managers' uncertainty management during organizational change", Leadership and Organization Development Journal, 27 (8): 628 - 645
Projekt-ID: #8801369
Über das Projekt
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