Bottom Up Approach to Organizational Change Process -An Integrative view of the Role of Middle-Level Managers in Designing Incentive Structure, Internal Market Mechanism, and Talent Pool System

• Main Authors: You-Yu Chiu, 邱又予
• Other Authors: Hsiang-Hsun Wu
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/51693185268150086605

碩士 === 元智大學 === 管理碩士在職專班 === 101 === This research intends to find out the role and strategic behavior of middle-level managers in the face of organizational changes of a matrix organization. Middle-level managers in such situation play an important role to facilitate organizational transformation and improve operating performance. Organizational research less emphasize on the actions and contributions of middle-level managers in an organization’s critical decisions. In practice, however, middle-level managers are those who interpret top managers’ strategic intentions and flexibly utilize resources to realize intentions in response to market dynamics. During the organizational change process, the role of middle-level managers becomes even critical, not only for their assistance to identify issues that can clarify the key success factors of the organizational change, but also their insights and actions to provide workable solutions and quick response. Therefore, it is necessary and worth to study middle-level managers in a changing organization. This study based on case study method takes a Taiwanese computer company as a research filed where a middle-level manager’s perspective is taken to review the organizational issues in the transforming matrix organization. This middle-level manager had involved into several improvement initiatives to let organization business units gradually from rigid and inefficient operations to flexible and efficient operations without evident headquarter’s commands. The study pointed out that when the overall strategy of the implementation is not clear, middle-level managers at business units can take advantage of their network position to influence frequently interacted managers to establish an internal market mechanism in order to achieve their performance targets and be able to respond quickly to market demand. In addition, this study suggests that, by undertaking an internal market mechanism between business units, middle-level managers will be able to exert entrepreneurial spirit within the organization in seeking personal career growth opportunities. In this process, it will lead to middle-level managers focus on talent training and shift across business units.