ROLE OF MIDDLE LEVEL
MANAGERS IN STRATEGY
PROCESS
B.V.L.NARAYANA FPM III
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SCHEME OF PRESENTATION
• MOTIVATION
• THEORETICAL BASIS
• THE MODEL
• ROLE OF ACTION RESEARCH
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MOTIVATION
• STRATEGY – EXPLOITATION OF SIGNALS FROM
ENVIRONMENT
• ENVIRONMENTAL DYNAMISM
• SHIFT IN BASIS FOR STRATEGY-- POSITION
BASED TO CAPABILITY BASED
• INCREASED IMPORTANCE OF ROLE OF MIDDLE
LEVEL MANAGERS
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MOTIVATION
changing orientation of middle management work
Traditional orientation
Present orientation
Developing coordination within
functional boundaries
Boundary spanning( relationships
across boundaries)
Controlling growth
Finding innovation( championing)
Executing plans
Synthesizing information
Applying new technologies to
production
Facilitating learning (transferring
technology).
ADAPTED FROM FLOYD AND WOOLRIDGE 1996
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THEORETICAL BASIS
• ROLE OF MIDDLE LEVEL MANAGERS IN
STRATEGY FORMATION:
• IDEA GENERATION: CENTRE OF INFORMATION NETWORK (DUTTON
ET AL 1997)
• STRATEGIC INITIATIVES: CREATION OF SOCIAL NETWORKS,
KNOWLEDGE CREATION, UNDERSTANDING OF ORGANISATION
PROCESSES( NONAKA 1994, FLOYD AND WOOLRIDGE 1996)
• CAPABILITY SET: DEVLOP NEW CAPABILITIES
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THEORETICAL BASIS
• THREE CRUCIAL REQUIREMENTS FOR
SUCCESS OF MIDDLE MANAGERS—
• ACCESS TO KNOWLEDGE
• DYNAMIC AND FLEXIBLE LEADERSHIP
• INTEGRATION OF NEW INTIATIVES AND NEW
ROUTINES
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THEORETICAL BASIS
• FOUR ROLES OF MIDDLE MANAGERS
• SYNTHESIZING(SENSE MAKING)--attend, frame and
diagnose issues
• FACILITATION (SENSE MAKING AND SENSE GIVING)-generation of variant behavior, cooperation and
experimentation
• CHAMPIONING(ISSUE SELLING)--bring entrepreneurial and
innovative proposals to the notice of the top management
• IMPLEMENTATION(SENSE GIVING)--translate strategic plans
into operational plans
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THEORETICAL BASIS
• Sense making -way managers understand, interpret and make
sense out of information .
• Sense giving-attempts to influence outcomes through
communication of thoughts and gain support.
• Issue selling -process by which individuals affect others
attention, understanding of events, developments and trends
that impact organisational performance
• ORGANISATIONS ARE- INTERPRETATION SYSTEMS(WIECK
1979)
• COMPLEX ADAPTIVE SYATEMS
• SOCIAL SYSTEMS –PATTERNED RELATIONSHIPS TRANSMITTING
INFORMATION AND INFLUENCE( WEICK AND SUTCLIFFE 2005)
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Model—individual factors
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Model –individual capabilities
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Model –organisation factors
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Model –organisation capabilities
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Model
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Research setting
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Health a pillar of social policy
Health status of population impacts economic growth
Health care services – credence good
For effective health services crucial is the trust
between service provider and consumer
• Thus is a setting where influence determines service
delivery.
• India- health services are in public domain
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Research context
• Chiranjeevi scheme in Gujarat
• Aim to facilitate reduction of MMR/IMR
• Main cause of MMR– lack of access to institutional
delivery mechanisms for pregnant women– high
incidence of morbidity of both women and new
borns
• Government scheme facilitating payment through
vouchers to increase institutional deliveries using
private facilities
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Research context
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•
•
•
Role of doctor in charge– PHC
Identification of target families
Awareness generation
Identification of certified facilities
Contract management
Motivation of people to use institutional
facilities
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Proposed methodology
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Interviews with
Doctor in charge of identified PHC
Interviews with paramedical staff of that PHC
Secondary data collection– increase in number
of institutional deliveries
• Problems noticed in implementation
• Role of doctor in problem solving
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Any
questions?
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