Middle Management’s Role in Managing Change
By Peter Adebi
It is tough to be a middle manager. On the one hand, you are pulled by the centripetal force of senior management. This is the force that demands seamless and sometimes unquestioning execution of organizational strategy. It requires you to toe the company line, even when you believe the line is flawed. An outlet for those who have unsuccessfully tried to influence organizational direction is to exit the company. A more common but insidious alternative is to remain and become a mindless conveyor of decisions from the top.
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