Wonders whether it is better to drive change from the top, pushing it down into the organization, or should managers be cultivating the emergence of change from the bottom up?; Pinpoints the 8 typical problems with top‐down changes as: change is disorderly; vision or delusion?; different views of change; structure dreams; self‐absorption; too many programmes; the unintended; and rescue. Illustrates, with a full‐page table, the synthesis of change models.
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