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Leading and managing change

Leading and managing change

Coulson-Thomas, Colin (2009) Leading and managing change. Management Services, 53 (1). pp. 31-37. ISSN 0307-6768

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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.

Item Type: Article
Additional Information: [1] 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
Faculty / School / Research Centre / Research Group: Faculty of Business > Department of Human Resources & Organisational Behaviour
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Last Modified: 14 Oct 2016 09:14

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