Call my bluff: multiple interpretations of an organizational process

Article Abstract:

A study into organizational change within a National Health Trust Hospital examined how the changes were fully supported by management yet were wholly dismissed by members of staff. The management tried to introduce the concept of generic working for porters and domestic staff in order to reduce costs, increase flexibility of staff and make the work more interesting. The failure to convince workers of the viability of generic working were explained in three different ways. The study was based on findings from 30 hours of taped interviews of junior workers and management.

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Approaches to stimulating change in mature insurance companies

Article Abstract:

Widespread opinions on strategy determination and implementation are challenged by considering corporate transformation through an analysis of three types of innovation, namely market innovation, product innovation and process innovation. These three types of innovation are examined in eight mature insurance firms that needed radical change to stay in business. Results show that CEOs employed unconventional methods that involve shocking employees into action to open minds to market threats and opportunities.

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Mixed results, lousy process: the management experience of organisational change

Article Abstract:

Research is presented describing the impact of organisational change on managers and suggests ways to reduce stress and tension linked to such changes.

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