The Middle Manager in Local Government – Change Victim or Change Agent?
This study shows that, contrary to the widely held view that middle managers are resistant to change, in each organization there are a core of change champions who can deliver significant improvements, with the right structures, empowerment and support. The study recommends ways of helping managers to be effective in this role. The paper was submitted as the thesis for Jane Lewis’s master’s degree in Consulting and Coaching for Change, a joint programme between Oxford University and HEC Paris, the FT no1 European Business School.
Cost: £20.00 + £5.00 P&P
