BMC is a Strategic Human Resources Consultancy, with proven experience and delivery across multiple industries with a national footprint.
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BMC is a Strategic Human Resources Consultancy, with proven experience and delivery across multiple industries with a national footprint.
INTERESTING READS
Change and Cognitive dissonance
There can be little doubt that one of the major tasks facing organizations in the
late twentieth century is managing change. Although change has always been,
and must always be, an ever-present part of organizational life, many
commentators believe that the pace of change and the complexity of the issues
involved is greater now than ever before.
Change Communication
Significant organizational changes often begin slowly, are incrementally
implemented and are subject to change as information is gathered concerning
the effectiveness of the process. Indeed that is the approach normally espoused
by those who have extensive experience in planned organizational change.
Change in public sector
Twelve years ago when he assumed
responsibility for the Northumbria
Ambulance Service, Laurie Caple inherited
serious problems. Not only did he
have to solve those, his task then was to
take the service into NHS Trust status as
its chief executive. His vivid account
outlines a successful approach to change
management in the public sector.
Psychology of Change Management
Over the past 15 or so years, programs to improve corporate organizational
performance have become increasingly common. Yet they
are notoriously difficult to carry out. Success depends on persuading hundreds
or thousands of groups and individuals to change the way they work,
a transformation people will accept only if they can be persuaded to think
differently about their jobs. In effect, CEOs must alter the mind-sets of their
employees—no easy task.
Using resistance to change
Resistance to change has long been recognised
as a critically important factor that can
influence the success or otherwise of an
organisational change effort. Research
undertaken by Maurer (1996) indicated that
one-half to two-thirds of all major corporate
change efforts fail and resistance is the “little-recognised
but critically important contributor”
to that failure