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.
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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 ______.
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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.
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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.
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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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Description
Explore the dynamics of planned radical organizational change (PROC) and the pivotal role middle managers play in this transformative process. Understand how legitimacy judgments and emotional reactions shape their support or resistance to top management's initiatives. This quiz delves into the intricacies of organizational change management.
