MIDDLE MANAGER ROLES Middle managers must also address a number of challenges to build a true

high performance organization. Many will be asked to help implement one or more of the components
described earlier to help move their organization on the journey toward becoming an HPO. As an
example, creating self-directing work teams can provide resistance at both manager and employee
levels.35 A key concern is that middle managers in traditional organizations may be asked to implement
a change that eliminates some or all of their job.36 Many of these functions have been shifted to the
teams themselves, and the middle managers must carve out new roles and adjust their traditional role
as a source of direction. Although many Generation X employees may welcome new self-managing team
environments, other workers, particularly those lacking the appropriate educational skills, may offer
resistance. Some employees do not believe that working in teams is a fair way to work, and some do not
like the additional challenge of teams. There is also a strong preference among many employees,
especially in the United States, to do individual work. A key challenge for middle managers in
implementing any of these components (see The Effective Manager 2.1) is to help deal with possible
employee resistance.37 82 ■ Organizational Behavior THE EFFECTIVE MANAGER 2.1 MANAGERIAL
CHALLENGES OF HIGH PERFORMANCE ORGANIZATIONS • Employee concern with effectiveness •
Employee self-direction • Employee concern with organization design • Challenging jobs and/or work
teams • Intense peer and customer feedback • Financial rewards and recognition HPO “islands” are HPO
units engulfed by organizations or units that do not function as HPOs and may even be opposed to
them. Another challenge for middle managers is to resolve the tensions that may exist between or
among the various components. For example, in an organization on a journey toward an HPO, the total
quality management component may reflect the separate, narrowly focused groups emphasizing various
aspects of quality. These groups typically have lots of management control. In contrast, an employee
involvement component in this same organization involves considerable worker empowerment across a
great many issues, and not just quality. To reconcile the demands of these two different HPO
components is very difficult for both managers and employees. The middle managers and the
employees will need to be extensively trained to handle their new role in an HPO. Middle managers also
will require lots of training and they must help with the design and implementation of training for other
employees.38 This much or more training is needed for employees to be able to perform their new
duties and to keep up with increasing competition.transformation components and