Part 2: Choosing a strategy for change
This second article addresses the choice of a strategy for change among those available to management.
This article is the second in a series dealing with the issue of managing change in organizations. The first article dealt with the turbulence that organizations have been facing for some time; this second article addresses the choice of a strategy for change among those available to management.
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| Manage your name brand - this article provides 25 ways with examples to distinguish yourself in a crowded "marketplace."
| This article presents an analytical framework that explains how IT-enabled change can be driven in practice - this research addresses exactly what it is that managers must do to successfully lead IT-enabled change.
| Is change changing? Is it becoming more complex or are organizations less capable of implementing change?
| This article deals with a number of classic problems arising in the implementation of information technology and, more specifically, the decision-making process.
| In this article, we examine in general how adaptation to change is experienced by the members of an organization and focus in particular on the awakening stage.
| we shall deal in this article with communication since understanding the issues at stake in this connection will prove very useful in the following phases
| In this article, we examine problems associated to the transition phase and suggest a number of measures for dealing with them.
| In this article, we offer some ideas on management practices that are liable to increase complexity artificially along with adverse effects on change management
Posted on 03/24/2009 by