Answer Question: How And Why Do Middle Managers Support And Resist Strategic Change?

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. =========================== 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 ________________________________________ 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 ________________________________________ 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