Editing Middle management (section)

===Influence===
Middle management is often accused of possessing too much influence. Their central position in an organization allows them to influence strategy and actions in "both upward and downward direction".<ref name=floyd92 /> When supplying information to the executive level, middle managers interpret it subjectively and may insinuate it with their own opinion and evaluation.<ref>{{cite journal|last1=Ranson|first1=S.|last2=Hinings|first2=B.|last3=Greenwood|first3=R.|title=The structuring of organizational structures|journal=Administrative Science Quarterly |date=1980|volume=25|issue=1|pages=1–17|doi=10.2307/2392223|jstor=2392223}}</ref> Further, proximity to the boardroom makes it easy for the manager to promote their own interests, by "synthesizing" the information and presenting data from a certain strategic perspective.<ref>{{cite journal|last1=Dutton|first1=J. E.|last2=Duncan|first2=R. B.|title=The influence of the strategic planning process on strategic change|journal=Strategic Management Journal|date=1987|volume=8|issue=2|pages=103–116|doi=10.1002/smj.4250080202}}</ref> The same level of influence can be exploited by a middle manager towards the lower staff.<ref>{{cite journal|last1=Floyd|first1=Steven W.|last2=Wooldridge|first2=Bill|title=Middle management's strategic influence and organizational performance|journal=Journal of Management Studies|date=1997|volume=3|issue=34|pages=466–482|doi=10.1111/1467-6486.00059}}</ref>