The best time to change a company is when it's successful, but that's also the time when resistance to change is at its highest.
Steven H. Appelbaum, Sally Habashy, Jean‐Luc Malo and Hisham Shafiq
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P. Kotter in his…
Abstract
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P. Kotter in his 1996 book Leading Change. His work was based on his personal business and research experience, and did not reference any outside sources that has questioned its value. A current perspective on a limited tested model aims to be a focus of this paper. Design/methodology/approach – The literature on change management was reviewed for each of the eight steps defined in Kotter's model, to review how much support each of these steps had, individually and collectively, in 15 years of literature. Findings – The review found support for most of the steps, although no formal studies were found covering the entire spectrum and structure of the model. Kotter's change management model appears to derive its popularity more from its direct and usable format than from any scientific consensus on the results. However the model has several limitations, that are identified, impacting upon its universal acceptance and popularity. Research limitations/implications – Further studies should examine the validity of Kotter's model as a whole. More importantly, change management research should form a greater link with stakeholders in order to translate current research into a format usable by practitioners. Practical implications – No evidence was found against Kotter's change management model and it remains a recommendable reference. This paper attempts to “test” the “how‐to‐do‐change management” with empirical and practitioner literature that was not evident in the original text. The model would be most useful as an implementation planning tool, but complementary tools should also be used during the implementation process to adapt to contextual factors or obstacles. Originality/value – Based upon a thorough review, this is the first formal review of Kotter's change management model, 15 years after its introduction.
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Responding to a survey of Fortune 1,000 companies by Accenture, 73% of senior executives said the “war for talent” continues, 24% said they believed it was temporarily on hold…
Abstract
Responding to a survey of Fortune 1,000 companies by Accenture, 73% of senior executives said the “war for talent” continues, 24% said they believed it was temporarily on hold, and 3% said the talent crunch was past. When asked to identify the most critical skills that would enable their employees to do their jobs better in the future, the survey respondents overwhelmingly reported that leadership and management skills (49%) were at the top of the list for 2002, while technology skills ranked third (22%).
Willie Tafadzwa Chinyamurindi, Tinashe Chuchu and Eugine Tafadzwa Maziriri
The purpose of this study is to investigate the challenges and resolution tactics of women middle managers in the South African public service.
Abstract
Purpose
The purpose of this study is to investigate the challenges and resolution tactics of women middle managers in the South African public service.
Design/methodology/approach
A qualitative research approach using semi-structured interviews was used as a data collection technique. Narrative analysis was used with a sample of 20 women middle managers working within the South African public service.
Findings
Narratives of challenges faced by women middle managers in the South African public service included relational issues, with a subtle undermining of women managers, challenges rooted within the socio-cultural milieu – perversely undermining the experience of being a manager and challenges stemming from public service in general such as corruption, in turn, questioning the ability of women managers to handle such. In addressing these challenges, the women middle managers exercised three individual performative actions in response to the identified challenges. These include using direct confrontation, relying on networks for guidance and relying on indirect confrontation.
Research limitations/implications
Sample size challenges feature as a notable limitation including the research being conducted in only one political province of South Africa. Caution should be exercised when seeking to generalise the findings to other contexts.
Practical implications
Understanding the challenges and resolution tactics of women middle managers can be a useful precursor to management development interventions.
Originality/value
The study answers call for more processual career and management development studies that help understand not only challenges but also resolution strategies. This study illustrates both the difficulty of this and ensures opportunity for the advancement of women in management.