DYNAMICS OF MIDDLE MANAGERIAL ROLES: A STUDY IN FOUR INDIAN ORGANISATIONS
- 1 January 1991
- journal article
- Published by Emerald Publishing in Journal of Managerial Psychology
- Vol. 6 (1) , 17-24
- https://doi.org/10.1108/02683949110136719
Abstract
Middle level managers, a typical feature of large hierarchical organisations, are a critical resource for ensuring performance and growth. Few studies, however, have specifically examined the nature of middle managerial roles, their causes and consequences for organisational performance and change. This research is based on in‐depth case studies of four Indian manufacturing companies. The study examines the nature of middle managerial roles in these organisations and their impact on current performance and change. It also discusses factors which have led to the evolution of these middle managerial roles. The study concludes with suggestions for improving utilisation of middle management potential in such organisations.Keywords
This publication has 7 references indexed in Scilit:
- Building Theories from Case Study ResearchAcademy of Management Review, 1989
- STUDIES OF MANAGERIAL JOBS AND BEHAVIOUR: THE WAYS FORWARDJournal of Management Studies, 1989
- Linking Competitive Strategies with Human Resource Management PracticesAcademy of Management Perspectives, 1987
- TOWARDS A MARKET IMPERFECTIONS THEORY OF ORGANIZATIONAL STRUCTURE IN DEVELOPING COUNTRIESJournal of Management Studies, 1986
- WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCEJournal of Management Studies, 1986
- MANAGERIAL WORK: THE INFLUENCE OF HIERARCHICAL LEVEL AND FUNCTIONAL SPECIALTY.The Academy of Management Journal, 1983
- The Case Study Crisis: Some AnswersAdministrative Science Quarterly, 1981