Middle Manager's Skillset and Organizational Change in the Supply Chain

The globalized world is acknowledged by increased competition, and since competition today is between supply chains there is an importance of controlling the supply chain. The globalization is one of the reasons for the increasing need for organizational change, and the process of implementing strategic change is affected by skills for effective leadership; conceptual, interpersonal and technical skills. The purpose of this study was to develop an understanding of the middle manager’s skillset and how it differs through the phases of organizational change in supply chain. By focusing on middle managers, we put emphasis on the individuals involved in putting the plan for organizational change into practice. A model is developed to explain the utilization of skills in the phases of transition. For this study we used a qualitative research method with a single case study design, by interviewing seven middle managers in an international organization. The empirical data were based on semistructured interviews with respondents in middle managerial positions in supply chain. An abductive approach was applied through the process of writing the thesis. Environmental factors as a reason for organizational changes in supply chain were initially described in the theoretical framework. Change and the phases in change processes as well as the middle manager's role in the change process were further explained. Required skills for effective leadership when presenting, implementing and embedding organizational change initiatives were further described. This thesis shows that a middle manager who faces an organizational change in supply chain are required to focus on specific skills at different points of time, when operating in the different phases of transition