Article: Middle managers' practices during organisational restructuring: coping or copping out? Journal: International Journal of Work Organisation and Emotion (IJWOE) 2024 Vol.15 No.5 pp.1 - 21 Abstract: Given their role as both recipients and implementors of change, middle managers play a central role during organisational restructuring. This often entails managing conflicting demands and dealing with their own stress and uncertainty. Inadequate coping practices among middle managers can adversely affect their well-being, productivity, and performance, thereby influencing the overall organisational restructuring process. Through a case study, we explored the coping practices of 13 middle managers during organisational restructuring. Findings revealed that middle managers confront the realities of restructuring by either coping or copping out. Middle manager sensemaking literature revealed that success in restructuring hinges on positive reframing, where middle managers embrace change and adopt the role of change agents. This study contributes to understanding how middle managers navigate the uncertainties of organisational restructuring, and describes the coping practices within a major bank in South Africa. Findings offer insights on how to support middle managers during organisational restructuring. Inderscience Publishers - linking academia, business and industry through research

Title: Middle managers' practices during organisational restructuring: coping or copping out?

Authors: Pravitha Jogie; Annemarie Davis; Catherine Le Roux

Addresses: Department of Business Management, University of South Africa, South Africa Preller Street, Muckleneuk Ridge, City of Tshwane, South Africa ' Department of Business Management, University of South Africa, South Africa Preller Street, Muckleneuk Ridge, City of Tshwane, South Africa ' Department of Business Management, University of South Africa, South Africa Preller Street, Muckleneuk Ridge, City of Tshwane, South Africa

Abstract: Given their role as both recipients and implementors of change, middle managers play a central role during organisational restructuring. This often entails managing conflicting demands and dealing with their own stress and uncertainty. Inadequate coping practices among middle managers can adversely affect their well-being, productivity, and performance, thereby influencing the overall organisational restructuring process. Through a case study, we explored the coping practices of 13 middle managers during organisational restructuring. Findings revealed that middle managers confront the realities of restructuring by either coping or copping out. Middle manager sensemaking literature revealed that success in restructuring hinges on positive reframing, where middle managers embrace change and adopt the role of change agents. This study contributes to understanding how middle managers navigate the uncertainties of organisational restructuring, and describes the coping practices within a major bank in South Africa. Findings offer insights on how to support middle managers during organisational restructuring.

Keywords: middle managers; coping practices; reframing; copping out; organisational restructuring; banking industry; qualitative.

DOI: 10.1504/IJWOE.2024.139912

International Journal of Work Organisation and Emotion, 2024 Vol.15 No.5, pp.1 - 21

Received: 04 Oct 2023
Accepted: 09 May 2024
Published online: 09 Jul 2024 *

Title: Middle managers' practices during organisational restructuring: coping or copping out?

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