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.
CitationDownload as .RIS
MCB UP Ltd
Copyright © 1991, MCB UP Limited