The SLHRM Change Management Process and the Barriers to Effective Change

Gary E. Roberts

Chapter Chapter 3 in Servant Leader Human Resource Management, 2014, pp 53-69 from Palgrave Macmillan

Abstract: Abstract One of the great management challenges is cultivating long-term organizational culture change. There are many key decision points in the success of such a complex effort, and hence many “veto” opportunities to impede change progress. In this chapter, we present a diagnostic change resistance typology that identifies the various motivational attributes that contribute to opposing change. This chapter concludes with an outline of a change management process to overcome resistance and obstacles. It is important to embrace the belief that the power to change organizational culture begins with committed servant leaders who love their employees and other key stakeholders.

Keywords: Organizational Change; Change Effort; Performance Feedback; Servant Leader; Balance Scorecard (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-42837-0_3

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137428370

DOI: 10.1057/9781137428370_3

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().