TY  - CHAP
AB  - Abstract We have been working together as husband and wife, as management professor and management consultant, and as coauthors for over 30 years. During that time, we have tailored an operations research–based approach to represent the functional infrastructure of organizations as networks of agreements for the transfer of deliverables, e.g., products, services, and communications, which connect internal organizational units and also their external relations. The network model is useful to understand organizations, support organization change, and develop management practices that improve efficiency, teamwork, and effectiveness. Throughout the application of this approach, we have observed often that “management is missing,” in organizations in general and in organization change management in particular, where managers and change agents may underestimate or fail to recognize the productive relationships at the foundation of performance in organizations, that these relationships are different from authority or social/affinity relationships, and that they require management. In this chapter, we distinguish the network approach that is fundamental to our work and the “missing” elements of management that are recognizable by using that approach. We then examine how “management is missing” in change management and how it might be restored.
VL  - 28
SN  - 978-1-83909-083-7, 978-1-83909-084-4/0897-3016
DO  - 10.1108/S0897-301620200000028006
UR  - https://doi.org/10.1108/S0897-301620200000028006
AU  - Ford Laurie W.
AU  - Ford Jeffrey D.
ED  - Debra A. Noumair
ED  - Abraham B. (Rami) Shani
PY  - 2020
Y1  - 2020/01/01
TI  - Management Is Missing in Change Management
T2  - Research in Organizational Change and Development
T3  - Research in Organizational Change and Development
PB  - Emerald Publishing Limited
SP  - 159
EP  - 182
Y2  - 2024/04/26
ER  -