Facilitative project management: constructing a model for integrated change implementation by utilizing case studies.
- Hodgson, V.J., Zaaiman, J.J.
- Authors: Hodgson, V.J. , Zaaiman, J.J.
- Date: 2003
- Subjects: Change management theory , Successful change
- Type: Article
- Identifier: uj:6528 , http://hdl.handle.net/10210/2727
- Description: Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies.
- Full Text:
- Authors: Hodgson, V.J. , Zaaiman, J.J.
- Date: 2003
- Subjects: Change management theory , Successful change
- Type: Article
- Identifier: uj:6528 , http://hdl.handle.net/10210/2727
- Description: Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies.
- Full Text:
An empirical evaluation of competency requirements for first-line managers to deal with resistance to change.
- Lombard, C.N., Zaaiman, J.J.
- Authors: Lombard, C.N. , Zaaiman, J.J.
- Date: 2004
- Subjects: Change management theory , Change interventions , First line managers
- Type: Article
- Identifier: uj:6527 , http://hdl.handle.net/10210/2726
- Description: Continuous changes in markets needs require effective and corresponding change management at all levels in organisations. First-line managers are directly responsible for meeting the demands of clients and resistance to change at this level could result in sub-standard outputs. The effectiveness of change interventions will be largely determined by the competence of first-line managers to facilitate the desired change taking into account resistance to change. The purpose of this article is to evaluate the competencies required by first-line managers to deal with resistance to change as identified by Lombard & Crafford (2003). The findings of this article are based on an empirical study.
- Full Text:
- Authors: Lombard, C.N. , Zaaiman, J.J.
- Date: 2004
- Subjects: Change management theory , Change interventions , First line managers
- Type: Article
- Identifier: uj:6527 , http://hdl.handle.net/10210/2726
- Description: Continuous changes in markets needs require effective and corresponding change management at all levels in organisations. First-line managers are directly responsible for meeting the demands of clients and resistance to change at this level could result in sub-standard outputs. The effectiveness of change interventions will be largely determined by the competence of first-line managers to facilitate the desired change taking into account resistance to change. The purpose of this article is to evaluate the competencies required by first-line managers to deal with resistance to change as identified by Lombard & Crafford (2003). The findings of this article are based on an empirical study.
- Full Text:
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