Promoting Innovation in an Organization

Middle Managers Resistance?

The resistance to change is a situation that many companies find not only in their employees of the lowest grades, but from the administrative grades and leadership as the middle managers and often deal with experienced experts in administrative development, and may be consuming a long period that takes all the stages experienced the company or institution and resists current changes, finally has been prevented. McLean (2006, P.348).

practically that has happened many times when the middle manager refuses to adopt and follow the suggested change in the way of dealing with the new technology and developed management, he prefers to keep the old fashion going on, as he felt embarrassed from the problems in using the new technology, as well as thinking that consuming more time to deal with and at the end more efforts making it exhausted to follow. that because the break-up accountability generates confusion and ambiguity. This came from what is seen by them are dissatisfaction with the current procedure and situation, and the lack of the positive future vision they had led to resistance to change.

The resistance to change may come from the fact that the average managers are the link between the employees and the senior management of the company. This change creates a state of confusion in this episode in terms of lack of knowledge of the result and certainty which is often a conflict of roles and therefore be the result of raising the appropriate support from senior management as well as communication and implementation of that change This hinders this process in making a change.

The Steps

To make sure that the mid-managers have followed what is desired of the desired change and overcome any possible resistance to this change

The following issues must be clarified:

1. Put the organization or company in mind as it is the end of the big picture that should be seen when the change is more comprehensive.

2. Overcoming the costs related to this change and focusing on the need for this change to keep pace with the current urgent need of the market and the company's systems and its benefits.

3. Emphasize that the senior management must be committed to the required change and supervise its procedures.

4. Continuous clarification on the importance of this change and the things that are centred around it.

5. The role of the employee in this change as well as the central managers and what is the duty to do to make this change.

6. The characterization of change is institutional and may result in the conviction of these central managers of the need for change.