Podcast
Questions and Answers
PROC refers to sudden, intense actions that disturb power structures, culture, and ______ within an organization.
PROC refers to sudden, intense actions that disturb power structures, culture, and ______ within an organization.
routines
Middle managers serve as intermediaries between top managers and ______ employees.
Middle managers serve as intermediaries between top managers and ______ employees.
frontline
Legitimacy refers to middle managers’ judgment of top managers’ ______ as change agents.
Legitimacy refers to middle managers’ judgment of top managers’ ______ as change agents.
appropriateness
Middle managers' ______, such as hope, frustration, or anger, influence their behavior during change.
Middle managers' ______, such as hope, frustration, or anger, influence their behavior during change.
Resistance arises when middle managers lose trust in the top managers or perceive the change process as ______.
Resistance arises when middle managers lose trust in the top managers or perceive the change process as ______.
Top managers are judged by their ability to achieve goals, which is known as ______ legitimacy.
Top managers are judged by their ability to achieve goals, which is known as ______ legitimacy.
As implementation progressed, middle managers began to view top managers as less ______ due to failures in meeting goals.
As implementation progressed, middle managers began to view top managers as less ______ due to failures in meeting goals.
The process of resistance develops as middle managers’ legitimacy judgments decline and negative ______ intensify.
The process of resistance develops as middle managers’ legitimacy judgments decline and negative ______ intensify.
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Study Notes
Planned Radical Organizational Change (PROC)
- Involves sudden and drastic changes to an organization's power structures, culture, and routines.
- Typically initiated by top managers to address crises.
Middle Managers in Radical Change
- Crucial intermediaries between top management and front-line employees.
- Their support or resistance is critical to successful implementation of PROC.
Legitimacy Judgments
- Middle managers assess the appropriateness of top management as change agents.
- Legitimacy judgments influence their support for, or resistance to, the change initiative.
- Three types of legitimacy: Instrumental, Relational, and Moral.
Emotional Reactions
- Middle managers' emotions, like hope, frustration, or anger, impact their behavior during change.
- Emotional reactions are influenced by legitimacy judgments.
Resistance to Change
- Emerges when middle managers lose trust in the top managers or perceive the change process as unfair.
- Stems from declining legitimacy, leading to negative emotional responses.
Research Findings
- Initial support for PROC was high due to top managers' perceived legitimacy.
- Legitimacy judgments shifted negatively as the implementation faltered.
- Middle managers perceived top managers as less legitimate due to unmet goals and perceived unfairness.
- Negative emotional reactions intensified resistance to change.
Key Frameworks
- Legitimacy Judgments Framework: Middle managers assess top managers based on their ability to achieve goals (Instrumental), fairness and respect (Relational), and alignment with organizational values (Moral).
- Emotional Reactions Framework: Emotions can either strengthen commitment or lead to resistance.
- Process of Resistance Development: Resistance develops as middle managers' legitimacy judgments decline and negative emotions intensify.
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