Global Journal of Commerce & Management Perspective
Open Access

ISSN: 2319-7285

+44 1300 500008


The Role of Middle Managers in Strategy Execution: A Case of Mutare Urban Authority

Leonidas Ngendakumana, Christian K. Mataruka and Harris Chapeyama

This paper explores the role of middle managers in executing organizational strategies in the local government sector. The study adopted both the quantitative and qualitative research methods and followed multiple case study strategy using an Urban Authority in Zimbabwe, Mutare Urban Authority (MUA.) Using structured individual interview cum questionnaire the author solicited information from 76 middle managers from three different departments which were randomly selected. The middle managers were randomly selected representing diverse characteristics of the target group of 354 middle managers in MUA. The findings suggested that socio political and economic environment posed militating factors which included sustainable political environment mainly in top management which divided the urban council with boardrooms and conference rooms being turned into “battle fields”. However middle managers had knowledge and skills which enabled them to interpret, communicate and translate organizational strategic goals into actions in their value adding roles as champions, synthesizes, facilitators, planners trainers, supervisors, monitors integrates and team builders. Middle managers argue that continuous dialogue and interaction with senior management increases the alignment of their tactical initiatives with top management conception of organizational strategy. It was evident that communication and the viability of resources are key processes impacting on the middle managers effective implementation of organizational strategies in MUA. In the same vein performance management systems and law were found to be the key tools. Some disconfirming evidence also emerge from the study, suggesting that some middle managers play a value subtracting role, characterized by disruptive behavior and being bogged down in routine duties. This was result of the political climate which resulted in poor mobilization of resources, mainly revenue collection. Corruptive tendencies weakened the middle managers. The following recommendations were made. (i)Managerial posts in M.U.A should be held by Non-Partisan officers for effective strategy execution.(ii)Channels of communication should be open for effective interdepartmental cohesion.(iii)Middle manager need to be involved in strategic formulation as well.(iv)There should an insight to different roles of middle managers and their influence in strategic generations and implementation versus the role of senior management

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