ROLE OF MIDDLE LEVEL MANAGERS IN STRATEGY PROCESS

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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
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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Modelindividual 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

• 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

• 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

• 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?