Effecting successful change management initiatives

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 6 June 2008




(2008), "Effecting successful change management initiatives", Human Resource Management International Digest, Vol. 16 No. 4. https://doi.org/10.1108/hrmid.2008.04416dad.012



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

Effecting successful change management initiatives

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 4.

Stanleigh M. Industrial and Commercial Training (UK), 2008, Vol. 40 No. 1, Start page: 34, No. of pages: 4Purpose - To assist managers to effectively implement change initiatives. Design/methodology/approach - Provides his viewpoint for a step-by-step approach to implementing change on the basis of his professional experience. Findings - Most change initiatives fail because management may not be engaging employees in the process towards change and do not allow sufficient time for changes to set. It is important to implement change in a series of phases that will engage employees and to allow sufficient length of time for each phase to become institutionalized within the organization. Practical implications - Invites managers to apply a multi-step process to guide, include, empower, enlist, and motivate employees towards change. Originality/value - Senior managers will understand why change initiatives usually fail and how to effect successful change management initiatives in their organizations or departments. ISSN: 0019-7858 Reference: 37AE138

Keywords: Change management, Organizational change

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