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
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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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?