THE ENIGMATIC ROLE OF MIDDLE MANAGERS: UNRAVELING THE CONTINUOUS IMPROVEMENT PUZZLE

Abstract

In the 21st century, companies face mounting competition and cost pressures, necessitating adaptability to an increasingly complex, dynamic, and global business landscape. This drive for improvement, reduced costs, enhanced customer satisfaction, and competitiveness has led many organizations to embrace Continuous Improvement (CI) strategies. Successful CI implementation instills a culture of ongoing enhancement throughout the organization, demanding sustained commitment from top management.

Despite the promise of CI, the process is intricate and context-sensitive, frequently falling short of the "sustained improvements" and "cultural change" it promises. Studies across industrial and service-oriented sectors reveal that the outcomes of CI initiatives often prove unsustainable over time. Addressing these challenges is vital to derive lasting benefits from CI efforts.

This paper delves into the complexities and nuances of implementing CI in organizations, exploring the contextual factors that impact its success. It investigates the reasons behind the failure of CI programs to deliver long-term results, shedding light on the challenges that organizations face when striving for continuous improvement.