To Avoid the Hammer, Slip on the Anvil. How Middle-Managers Adapt to Behavior Perceptions

Because of their position as both managers of their teams & subordinated to their own managers, middle-managers are under the pressure of both the upper & the lower hierarchy. This pressure is nowadays higher because of the increasing expectations concerning not only the means & results...

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Veröffentlicht in:	Cahiers internationaux de psychologie sociale 2005-01 (1), p.13-25
1. Verfasser:	Bellini, Stephane
Format:	Artikel
Sprache:	fre
Schlagworte:	Behavior Management Styles Organizational Effectiveness Personnel Management Responses Superior Subordinate Relationship
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description	Because of their position as both managers of their teams & subordinated to their own managers, middle-managers are under the pressure of both the upper & the lower hierarchy. This pressure is nowadays higher because of the increasing expectations concerning not only the means & results of the middle-managers, but also their behavior. This article focuses on how middle-managers react to this pressure. We examine the effects of behavior prescriptions on middle-managers using the role theory. Four types of role adjustment are identified & discussed considering their organizational backgrounds. Figures, References. Adapted from the source document.
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source	Sociological Abstracts; Cairn.info Free Access Journals-Revues en accès libre
subjects	Behavior Management Styles Organizational Effectiveness Personnel Management Responses Superior Subordinate Relationship
title	To Avoid the Hammer, Slip on the Anvil. How Middle-Managers Adapt to Behavior Perceptions
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