TAILIEUCHUNG - Ebook Managing change (6/E): Part 2

Part 2 book “Managing change” has contents: Change management - fundamental questions for organisations, planned change and organization development, developments in change management, a framework for change, organisational change and managerial choice, and other contents. | Part 3 Change management: past, present and future 299 1/28/14 2:57 PM 300 1/28/14 2:57 PM Chapter 8 Change management: fundamental questions for organisations Learning objectives After studying this chapter, you should be able to: ● define organisational effectiveness and how this relates to organisational change; ● appreciate the difference between individual, group and system change; ● understand the nature of resistance to change and how it relates to commitment and readiness for change; ● be aware of the change agent’s role and skills; ● discuss the frequency and magnitude of change in modern organisations. Mini case study Minimal change can be best option: Why Berlin snack bar resisted change The story. Konnopke’s Imbiss is probably Berlin’s most famous snack bar. Set up in 1930 in Prenzlauer Berg, a then working-class district, it has become legendary for its currywurst, a Berlin speciality of fried sausage served with ketchup, chilli sauce and curry powder. By 2010, it had been run in the same location for 34 years by Waltraud Ziervogel – who took over from her father, Max Konnopke, who started the business and ran it until 1976. The snack bar had two branches – the original at the Eberswalder Strasse subway station and another in the suburban district of Pankow. The challenge. Until the Berlin Wall came down in 1989, customers at Konnopke’s Imbiss were mostly workers who called in during the morning or at lunchtime, or families. But by the turn of the century that had changed, as Prenzlauer Berg had become a hip neighbourhood of young, affluent freelancers, tourists and partygoers. Then, in 2010, Ms Ziervogel learnt that the snack bar would have to close for a year because of nearby construction work on a subway station. Strategic considerations. The proposed disrup­tion offered an opportunity for some

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