 A model for cultural changeJ.K. Roddy International Journal of Manufacturing Technology and Management, 2011, vol. 22, issue 3, 268-277 Abstract: When change is required in an organisation, perhaps due to a business purchase, the award of a contract or the recognition that current business performance must improve, the management team may decide that they need to change the behaviour of the employees to generate the success and returns for the business envisaged. This change of behaviour can be difficult to create. In this paper, the author describes some of the reasons for the difficulties experienced, and introduces an eight-step process, which played a significant role in generating commitment in different organisations with measured changes in organisational behaviour. Analytical methods were used to identify issues and track changes, but the changes themselves occurred through the trust generated by the process and from the bonding within the management team as difficulties were overcome and progress made. This paper shares the value of change through traditional project management and non-traditional emotional management. Keywords: organisational culture; cultural change; employee behaviour; change process; trust; business improvement; modelling; commitment; organisational change; organisational behaviour; project management; emotional management; change management. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmtma:v:22:y:2011:i:3:p:268-277 Access Statistics for this article More articles in International Journal of Manufacturing Technology and Management from Inderscience Enterprises Ltd |
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