Exposes Greek philosophers' (Herodotus, Parmenides and Empedocles) sayings and the commonsense that they are based on. Posits that change is one modern‐day word to suffer by comparison and managers must be aware that change does not always become necessary for negative reasons ‐ change does...

Makes much of the individual's total relationship with the organization ‐ named as the ‘compact’ between each member and the organization. Considers when it comes to managing change it is to manage compacts ‐ and when organizations change the compacts change too. Uses two Figures to aid...

Chronicles Performance Chemicals' attitude to individualized products and greater service attention. States that, following downsizing, the survivors of this multinational group subsidiary were amenable to change, plus their level of ability had increased. Outlines some findings on...

Looks at alternative choices for change that managers may look to bring in. Asks various questions about change and whether organizations ate indeed ready for it. Uses a Figure of organizational change context to emphasize all the points within. Posits managers will have to understand the change...

Discusses German‐born psychologist Kurt Lewin's work in the field of organizational development and change and how he influenced those two. Pinpoints two of his ideas ‐ a force field and change as a three‐point process, and examines these in detail. States there is much still to be...

States that change involves alerting perceptions, attitudes and behaviours but this can be a painful and destabilizing experience ‐ involving unlearning and a process of fixing up something familiar or valued. Believes there are basically three processes to go through to generate both the...

Wonders whether it is better to drive change from the top, pushing it down into the organization, or should managers be cultivating the emergence of change from the bottom up?; Pinpoints the 8 typical problems with top‐down changes as: change is disorderly; vision or delusion?; different views...

Gives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect and information a Figure of ‘Maslow's Hierarchy of Needs’. Recommends the need for commonsense and not to ignore...

Spotlights Alcatel Eléctrica SA (ASESA), the Spanish subsidiary of Alcatel NV, a world leader in telecommunications equipment. Looks in depth at ASEA's beginnings and how it has progressed to the present day with various change plans ‐ some successful and some not ‐ the stakeholder plan...

Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper,...