Managing change and changing managers from ABC to XYZ
In an age where effective leaders are at a premium and where continuous change appears to be the order of the day, this article argues that organisations need to align organisational change and management development strategically and operationally in order to maintain and increase their competitive...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Burnes, Bernard [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2003 |
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| Schlagwörter: |
|---|
| Umfang: |
16 |
|---|
| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: The journal of management development - Bradford : Emerald, 1982, 22(2003), 7, Seite 627-642 |
| Übergeordnetes Werk: |
volume:22 ; year:2003 ; number:7 ; pages:627-642 ; extent:16 |
| Links: |
|---|
| DOI / URN: |
10.1108/02621710310484768 |
|---|
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| 520 | |a In an age where effective leaders are at a premium and where continuous change appears to be the order of the day, this article argues that organisations need to align organisational change and management development strategically and operationally in order to maintain and increase their competitiveness. Illustrated by the experience of two organisations that sought to implement major organisational changes, the article highlights the benefits of seeing managerial development and organisational change as parallel and linked activities and the pitfalls of not doing so. | ||
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10.1108/02621710310484768 doi (DE-627)NLEJ21975148X DE-627 ger DE-627 rakwb eng XA-GB Burnes, Bernard verfasserin aut Managing change and changing managers from ABC to XYZ 2003 16 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier In an age where effective leaders are at a premium and where continuous change appears to be the order of the day, this article argues that organisations need to align organisational change and management development strategically and operationally in order to maintain and increase their competitiveness. Illustrated by the experience of two organisations that sought to implement major organisational changes, the article highlights the benefits of seeing managerial development and organisational change as parallel and linked activities and the pitfalls of not doing so. Emerald Fulltext Archive Database 1994-2005 Change management Management development Organizational change In The journal of management development Bradford : Emerald, 1982 22(2003), 7, Seite 627-642 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:22 year:2003 number:7 pages:627-642 extent:16 http://dx.doi.org/10.1108/02621710310484768 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 22 2003 7 627-642 16 |
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In an age where effective leaders are at a premium and where continuous change appears to be the order of the day, this article argues that organisations need to align organisational change and management development strategically and operationally in order to maintain and increase their competitiveness. Illustrated by the experience of two organisations that sought to implement major organisational changes, the article highlights the benefits of seeing managerial development and organisational change as parallel and linked activities and the pitfalls of not doing so. |
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