Search results

Professional service organizations continue to face increasingly competitive markets. In this situation the key to profitability growth is client loyalty which depends on client satisfaction. Demonstrates how to go about assessing client satisfaction – short of face‐to‐face confrontation. To this end recommends a policy of individualized feedback and illustrates this with an example from a professional service firm. Described as the 450° feedback process, it provides partners with internal (in‐house) and external (clients) perceptions of service relationships, leading to improvement in client satisfaction and loyalty.

Managers and executives need to have a better framework for thinking about and understanding organizational change. Presents a summary of research, based on data from 1,840 managers and executives worldwide on the Managing Change Questionnaire (MCQ), regarding participants’ understanding of important issues inherent in change management. Overall, the average score on the 25‐item MCQ was 71.2 per cent, i.e. roughly a grade of “C” in the subject of change management. Presents additional findings with respect to formal education, age and length of service, nationality, job function, industry, gender and level of management.

Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument measuring agreement with key principles and concepts from this framework. Analyses results for trends indicating differences according to gender, culture, function, level, industry and other demographic and organizational variables. Discusses implications for change agents and human resources professionals.