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Change Management


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"Change Management" is an Oxymoron
  By: Jim Clemmer
A dubious consulting industry and "profession" has developed claiming to provide "change management" services. Those two words make about as much sense together as "holy war", "non-working mother", "mandatory option", and "political principles".

11 Ways to Master Change
  By: Susan Dunn
How can you bolster your resilience to change and learn to manage it better? How can you keep “stress” from becoming “strain”? Here are some tips.

An Educational Process for Change and Improvement Efforts
  By: Jim Clemmer
The best approaches, to help everyone in the organization understand what's going on and why, are personal and interactive. Workshops or seminars featuring presentations and discussions by senior managers are an effective educational tool in the improvement process.

Balancing Top-Down and Bottom-Up Change Processes
  By: Jim Clemmer
Managers' behavior is the single most important variable in the success or failure of any organization's change or improvement effort. This starts with recognition that the organization is full of current or potential change champions.

Battle-Scarred Reflections
   Lessons Learned from the Front Lines of Organization Transformation
  By: Mark Henderson
Those of you driving to make meaningful change happen in your organization, you will find some helpful hints you can draw from. Or maybe you'll simply take some small comfort that your fellow change champions have had similar learning experiences.

Building Successful Teams in the Midst of Transition
  By: Thomas W. McKee
Great teams are made up of knowledge workers, who have a focused vision, believe in their mission, and empower each other with their initiative and skill development.

Can Your Organization Thrive on Chaos?
  By: Robert H. Kent, Ph.D., CMC
The ability to implement change is determined by your formal organization, its structure, systems and procedures, and the skills of your employees, especially your management.

Change Checkpoints and Improvement Milestones
  By: Jim Clemmer
Many paths lead to higher performance. By using change checkpoints and improvement milestones we can chart our path's success as we blaze our own trail toward ever-higher performance levels.

Change is a Many Splintered Thing (Part 1 of 2)
  By: Patti Hathaway
Discover the first two phases in the Cycle of Resistance to change. Learn the typical "cat reactions" people have when they feel the pain of change and how these reactions impact them personally.

Change Management Can Lead to Rigidity and Resistance to Change
  By: Jim Clemmer
Beware of formal organization improvement or "change management" plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change.

Change Management Is an Attitude
  By: Thomas W. McKee
Attitudes are caught, not taught. But how do you prepare work teams for unremitting change that affects their lives?

Ensuring Organizational Success and Progress
  By: Robert H. Kent, Ph.D., CMC
Change has to be "managed" to make it happen. "Attention to detail" and "gentle relentless pressure" aren't attitudes familiar to many leaders, but they're requirements for shepherding change into an organization.

Growing with Change
  By: Jim Clemmer
Embrace change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline and continue to grow and develop.

Heal Thy Pain (Part 2 of 2)
  By: Patti Hathaway
Discover what happens during the final two phases in the Cycle of Resistance. Learn the keys to healing the pain of resistance and how to make a commitment to new growth.

It Isn't Change That Does You In, It's the Transitions
  By: Thomas W. McKee
Change is situational, but the transition is the psychological process that people go through to come to terms with the new situation.


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Place "+" (without the quotes) in front of words that must appear; "-" to exclude articles with certain words; and put double quotes around phrases. For example, fantastic search will find all case studies with either the word "fantastic" or "search" (or both). On the other hand, +fantastic +search will find only case studies with the words "fantastic" and "search". "fantastic search" will find only case studies that with the phrase "fantastic search". Note: Searches will not find words, such as 'management', that appear in more than half of the articles or words less than five letters long.

 


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