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Professor of Strategy
Huy Q. (2001). In Praise of Middle Managers Harvard Business Review, 79(8), pp. 72-81.
The very phrase "Middle Manager" evokes mediocrity: a person who stubbornly defends the status quo because he's too unimaginative to dream up anything better - or, worse, someone who sabotages other's attempts to change the organization for the better.The popular press and a couple generations' worth of change-management consultants have reinforced this stereotype. Introducing a major change initiative? Watch out for the middle managers - that's where you'll find the most resistance. Reengineering your business processes, start by sweeping out the middle managers - they're just intermediaries; they don't add value.Until very recently, anyone who spent time reading about management practices, as opposed to watching real managers are doomed to extinction or should be.