Framing Organizational Reform

Misalignments and Disputes among Parole and Union Middle Managers

Datos Bibliográficos

ID6090409
AutoresDanielle S Rudes (0000-0002-0439-5762, George Mason University, autor de correspondencia)
Año2012
Volumen34
Número1
Páginas1-31
Fecha de publicación2012-01-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaLaw & Policy (JOURNAL)
Identificadores de la revistaISSN: 0265-8240 • E-ISSN: 1467-9930
EditorialWiley (PUBLISHER • GB)
DOI10.1111/j.1467-9930.2011.00355.x
OpenAlexW1542875563
IdiomaEN
Citas recibidas17
Referencias citadas58

Any time organizations undertake change processes there are questions about mobilizing support for the change (Vallas 2003). Two essential factors for mobilizing support are (1) how organizational change is framed by both the organization and its employees and (2) whether or not the change is framed in a way that aligns in any meaningful way with actors' interpretations. This article considers middle managers as first‐line interpreters of organizational policy changes and offers a look at their patterned response to reform mandates. Middle managers' interpretation of changes in organizational policy or practice provides vital information for workers about how the reform fits with larger organizational and personal goals. Using data collected in three years of ethnographic fieldwork with parole personnel in California during correctional reform, I argue that organizational and union middle managers' differing definitions of, and solutions for, policy reform create an outlet for intraorganizational frame misalignments and disputes with the potential for restricting or halting change

Ethnography · Framing (construction · Middle management · Organizational change · Organizational culture · Organizational studies · Political science · Public relations · Sociology · Engineering · Labor Movements and Unions · Management and Organizational Studies · Public Administration · Social Work Education and Practice