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首页> 外文OA文献 >De invloed van competenties van de middenmanagers in veranderingsprocessen The influence of competencies of middle managers in change management 14 mei 2014 Open Universiteit Nederland Opleiding: Master of Science in Management Afstudeerrichting: Implementation and change management Afstudeeropdracht Student: Peter van Harmelen Studentnummer: 850304177 Begeleider: Mw.
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De invloed van competenties van de middenmanagers in veranderingsprocessen The influence of competencies of middle managers in change management 14 mei 2014 Open Universiteit Nederland Opleiding: Master of Science in Management Afstudeerrichting: Implementation and change management Afstudeeropdracht Student: Peter van Harmelen Studentnummer: 850304177 Begeleider: Mw.

机译：中层管理人员的能力对变更过程的影响中层管理人员的能力对变更管理的影响2014年5月14日公开大学（荷兰）教育：理学硕士专业：实施和变更管理毕业分配学生：Peter van Harmelen学生人数：850304177主管：Mw 。

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AbstractToday's society is changing as a result of periods of alternating growth and migration of people from Third World countries to regions with prosperity. Not only cultural change plays a big role, organizations must also adept to the changing needs of stakeholders.Balogun (2003) states that the result of organizational changes depends on the interpretation of the middle managers on what should be achieved and how they implement it. Because the degree of success of the change depends on the manner in which the middle manager acts, it is very important to recognize the effective middle managers. Middle managers are characterized by the position they have as the link between the strategic and operational levels. Middle managers are defined as two levels below the CEO and one level above the employees. ( Huy, 2001) Many studies are conducted on middle managers, their role in change processes and how effective the result is. Young & Dulewicz (2005) have demonstrated in their research the relationship between individual characteristics and successful leadership. An empirical study of Wren & Dulewicz (2005), of among senior managers in the British Royal Air Force, demonstrated that there is a connection between the presence of competencies and their contribution to successful change. In the literature, little is known about the presence of certain competences of a middle manager at the effectiveness of change processes within the military context.This study aims to determine the effect of the degree of presence of certain competencies of the military middle manager (captains, majors and lieutenant colonels) on the effectiveness of change. The competencies as determined by Wren & Dulewicz (2005) to contribute to a successful change are reviewed for the context of this study. Competencies have been measured by a 360° feedback method. A literature review is conducted to determine the contribution to successful change and how the effectiveness of change processes can be measured. The degree of effectiveness of leadership is determined by using the work experience model ‘picture’. In this model, factors like engagement and work-related stress are determined. A desktop study on the results of ‘picture’ of 2010 and 2013 gives insight into the extent to which the effectiveness has changed over time.In line with the theory it is shown that the results of ‘picture’ there is a connection between engagement and work-related stress. Analysis of the data from 2010 and 2013 shows that the variable engagement has remained virtually unchanged and the variable work-related stress has increased. The research also shows that the more a middle manager has certain competencies, the less the employees suffer from work-related stress. Further more it shows that middle managers who have certain competencies are more successful in implementing change.A reservation to this case study must be made because the group of middle managers was small in size and only two of the three ranks of the military target middle managers were represented . Further it must be noted that the Dutch military differs from English colleague and must be taken into consideration that the competencies that contribute to successful change may be different. Further research into what skills contribute to successful change in relation to a specific context is required. The presence of certain competencies is a prerequisite for obtaining a positive success in change processes. For major change processes project managers should be selected on the presence of these competencies . Finally, consideration should be given to structural measuring of the success rate to learn from the experience.KeywordsCompetencies, Change and Implementation Management, Picture, Middle Managers, Military
机译：摘要今天的社会正在发生变化，这是人们从第三世界国家到富裕地区交替增长和迁移的时期的结果。组织变革不仅扮演着重要角色，组织还必须适应利益相关者不断变化的需求。Balogun（2003）指出，组织变革的结果取决于中层管理人员对应实现的目标及其实施方式的解释。因为变更的成功程度取决于中层管理人员的行为方式，所以认识有效的中层管理人员非常重要。中层管理人员的特征是他们在战略和运营层面之间的联系。中层管理人员被定义为在首席执行官以下两个级别，在雇员之上一个级别。 （Huy，2001）对中层管理者，他们在变革过程中的作用以及结果的有效性进行了许多研究。 Young＆Dulewicz（2005）在他们的研究中证明了个人特征与成功领导之间的关系。 Wren＆Dulewicz（2005）对英国皇家空军高级管理人员的一项实证研究表明，能力的存在与他们对成功变革的贡献之间存在联系。在文献中，关于军事环境中变革过程有效性的中层管理人员某些能力的存在知之甚少。本研究旨在确定军事中层管理人员某些能力（上尉）的存在程度的影响，少校和中校）对变革的效力。 Wren＆Dulewicz（2005）确定的有助于成功变革的能力将在本研究中进行回顾。能力已通过360°反馈方法进行了测量。进行文献回顾以确定对成功变更的贡献以及如何衡量变更过程的有效性。领导的有效程度是通过使用工作经验模型“图片”来确定的。在此模型中，确定了诸如参与度和与工作相关的压力之类的因素。一项关于2010年和2013年``图片''结果的桌面研究可以洞悉有效性随时间变化的程度。根据理论，表明``图片''结果在参与度和参与度之间存在联系。与工作有关的压力。对2010年和2013年数据的分析表明，可变参与几乎保持不变，与工作相关的可变压力也有所增加。研究还表明，中层管理者具有一定能力的越多，员工遭受与工作有关的压力的可能性就越小。此外，这表明具有一定能力的中层管理者在实施变革方面更加成功。必须保留此案例研究，因为中层管理者的规模很小，而且军事目标中层管理者的三个职级中只有两个被代表。此外，还必须指出，荷兰军人与英国同事不同，必须考虑到促成成功变革的能力可能不同。需要进一步研究哪些技能有助于在特定情况下成功地进行变革。存在某些能力是在变更过程中获得成功的前提。对于重大变更流程，应在具备这些能力的情况下选择项目经理。最后，应考虑对成功率进行结构性测量，以从经验中学习。关键字能力，变更和实施管理，图片，中层管理人员，军事

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