Leading and managing change
Coulson-Thomas, Colin (2009) Leading and managing change. Management Services, 53 (1). pp. 31-37. ISSN 0307-6768Full text not available from this repository.
When considering performance improvement, business development, re-engineering and transformation options, boards need to achieve a balance between change and continuity, and focus upon areas of greatest opportunity. As situations alter and circumstances change, capabilities, processes and working practices need to be reviewed. For many, change is an inevitable consequence of their roles and responsibilities. It may be both necessary and desirable, and the management of it has been a lucrative area for consultants.
However, certain changes are more welcome than others, and some people are much better at managing them than their peers. In some companies managers may be assessed and rewarded according to the amount of change they bring about.
However, directors, boards and senior managers should tread warily as change can be disruptive and costly. It can distract people who should be focused upon other priorities.
|Additional Information:|| Management Services is the journal of the Institute of Management Services|
|Uncontrolled Keywords:||Change, Transformation, Leading change, Change management|
|Subjects:||H Social Sciences > HF Commerce|
|School / Department / Research Groups:||School of Business
Faculty of Business > School of Business
School of Business > Department of Human Resources & Organisational Behaviour
Faculty of Business > School of Business > Department of Human Resources & Organisational Behaviour
|Last Modified:||21 Jun 2012 12:59|
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