A model for cultural change Online publication date: Thu, 27-Nov-2014
by J.K. Roddy
International Journal of Manufacturing Technology and Management (IJMTM), Vol. 22, No. 3, 2011
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.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Manufacturing Technology and Management (IJMTM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook