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A failed management relationship is a primary cause of poor performance, work dissatisfaction and loss of talent as well as other organizational ills. Dramatic improvement in management quality, with its associated operational and financial benefits, requires an accurate understanding of the core drivers of management failure. This article reviews seven of the prime culprits in this organizational drama, accompanied by prescriptions for improvement.

To improve organization performance and service quality, managers will want to pay attention to the major drivers of professional satisfaction and effectiveness. By providing focused professional assessment and self‐management programs throughout an organization, managers can make a balanced investment in the satisfaction of their employees and customers.

Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan for professional and organizational change, ensuring that one is not at the expense of the other. Features a number of models to encourage reflection and discussion as well as assessment instruments to aid immediate practical development.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13665620010316226. When citing the article, please cite: John W. Moran, Baird K. Brightman, (2000), “Leading organizational change”, Journal of Workplace Learning, Vol. 12 Iss: 2, pp. 66 - 74.

This article aims to provide a focused cost‐effective method for triaging physicians into appropriate non‐clinical roles to benefit both doctors and healthcare organizations.

Reviews a validated career‐planning process and customize it for medical talent management.

A structured career assessment can differentiate between different physician work styles and direct medical talent into best‐fit positions. This allows healthcare organizations to create a more finely tuned career ladder than the familiar “in or out” binary choice.

Healthcare organizations can invest in cost‐effective processes for the optimal utilization of their medical talent.

Provides a new use for a well‐validated career assessment and planning system. The actual value of this approach should be studied using best‐practices in ROI research.

Introduces a change model as a tool to help change leaders and agents to understand why resistance to change occurs and to suggest some ways to reduce resistance. Suggests four change levers, i.e. beliefs, skills, values and behaviors as being elements within people which must change in a successful change process and considers ways to achieve this.

Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the “TRY” (test, recalibrate, yes) model to help change leaders’ resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.

Since every organization’s success is built on the participation and good work of its staff, this article advises leaders to view their organization as a country, and frames their primary management challenge as creating “organizational citizenship”, defined as a voluntary consistent commitment to the goals, methods, and ultimate success of the organization. Most leadership strategies are designed to create specific business results; their effectiveness will depend on the creation of a culture of patriotism throughout the organization.

In their seminal study In Search of Excellence Tom Peters and Robert Waterman identified four basic human needs in organizations: meaning; an element of control; positive reinforcement; and the need for actions to shape beliefs and not the other way round. The nature of organizations means managers’ personal styles determine how well employees feel these needs are met. The number of unfair dismissal cases involving complaints about a manager’s behavior not only underlines how important good management is but also how easy it is to get it wrong. A new US study highlights seven areas in which organizations can help managers be the best they can be.