The role of middle managers in the transmission and integration of organizational culture.
When organizations merge, the role of the middle manager as an agent of change is to make sense of, unite, and transmit the organization's culture. This process is complicated because the manager must get deep inside a new organization's culture and come to know its needs processes, and people in a relatively short period of time to weld them all together into a smoothly functioning entity. Schein (1999) proposes eight essential steps that the manager must accomplish if cultural change is to occur. Bennis's (1989) four competencies of leadership is a framework to categorize and record actions that create a milieu of clear-cut goals, values, and basic assumptions for the organization's employees. Combining these two theoretical models illustrates how middle managers are able to create a "pull" style of influence (Kotler 2000) to attract and energize people to enroll in the new organization's vision of the future.
Valentino
Caterina Lucia
CL
School of Health Services Management, Ryerson University, Toronto, Canada. cvalenti@ryerson.ca
D000288:Administrative Personnel / Q000523:psychology* / Q000592:standards; D003299:Cooperative Behavior; D006801:Humans; D007407:Interviews as Topic; D007857:Leadership; D017146:Models, Organizational; D015279:Organizational Culture; D009936:Organizational Innovation; D010558:Personnel Loyalty; D010559:Personnel Management / Q000379:methods / Q000592:standards*; D011361:Professional Competence; D024382:Professional Role; D035502:Trust