Organisational Change: “Top‐Down” or “Bottom‐Up” Management?

Abstract

Most significant organisational changes originate with higher management, and are “pushed through” in one way or another. Resistance from the “lower levels” is usually expected and plans are made to overcome it. The phrase “selling the change” is commonly used to describe a process in which management attempts either to convince those affected that they are likely to gain as a result, or promises them that they will be compensated for any loss of job, pay, or status. The task of “pushing through,” “selling,” making the promises and handling the administration of the gains or compensations, often falls to the personnel people, especially the administration part.

Citation

Lupton, T. (1971), "Organisational Change: “Top‐Down” or “Bottom‐Up” Management?", Personnel Review, Vol. 1 No. 1, pp. 22-28. https://doi.org/10.1108/eb055191