Development and support

Sergio Pellegrinelli

Chapter Chapter 9 in Thinking and Acting as a Great Programme Manager, 2008, pp 110-120 from Palgrave Macmillan

Abstract: Abstract Billie Moss prepared for the meeting with Ursula Lang, who was coming for advice on how to deal with a senior Enerce manager unwilling to release people to work on the One World Programme. Billie Moss was formally tasked with guiding and supporting the team but, as a consultant, was regarded as an outsider. Despite many years as a commercial company and significant international expansion, the culture at Enerce reflected its heritage as a state-controlled monopoly and the benign autocracy such a position fostered. Enerce people knew best, and consultants solved problems but did not take decisions. The team frequently met informally to discuss issues, advice was ignored, and instructions were treated as optional suggestions.

Keywords: Corporate Social Responsibility; Senior Manager; Corporate Social Responsibility Activity; Field Trip; Annual General Meet (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-58308-5_9

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DOI: 10.1057/9780230583085_9

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