Middle Manager Role in Organizational Change

Employee's preparation for change of role of middle manager in organization change can be defined as "degree of change and the beliefs, attitudes, and intentions necessary for the organization's ability to succeed" (Armenakis, Harris & Mossholder, 1993). 681 pages). It is important to prepare because the state where the employee is ready to adopt the change will affect the successful implementation of the organization and reward investment in the change work. Employees are ready to change the confidence that employees who are the leaders of leadership change lead the change, need transformation, have the urgency of change.

According to the literature, the roles of middle managers in dealing with change and their role in organizational change are considerable interest and attention to the literature by Balogun (2003), Dopson and Neumann (1998), Floyd and Lane (2000) . . . As mentioned earlier, the two main factors that may affect the attitude of employees to change are the recognized benefits of change and participation in change. In addition, we examined factors such as age of employees, maximum completion of education, tenure and gender profile. The results of this study will provide important information for the Curacao organization to effectively evaluate changes in the organization. It will also provide a new way of thinking, a way of linking mid-level managers to organizational changes, and a deeper assessment of mid-career functions in Curacao's organization.

The attitude of the middle managers is considered an intermediary tool for success or failure. Alreck & Settle (2004) defines attitudes towards organizational change as management beliefs in organizational change and the possibility of action based on these beliefs. If the influence on the attitude of the middle managers is "no" his overall attitude towards changing strategic powers will be negative. In addition, while Blau, Ferber and Winkler, (1998), Jacobs (1992) have recently made progress in taking women into managerial positions, there is still segregation of tissues, while women are middle- and low- It tends to concentrate on. Beer, Eisenstat and Spector (1990) said that instead of a more prominent high-level post, among basic flaws, "Procedural change mistakes are that the place where organization change begins is personal knowledge and attitude is.