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  • 1
    Electronic Resource
    Electronic Resource
    Building organizational citizenship (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 678-685 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: 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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910298968
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  • 2
    Electronic Resource
    Electronic Resource
    Leading organizational change (2001)
    Bingley : Emerald
    Career development international 6 (2001), S. 111-119 
    Details
    ISSN: 1362-0436
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: 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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13620430110383438
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  • 3
    Electronic Resource
    Electronic Resource
    Managing organizational priorities (2001)
    Bingley : Emerald
    Career development international 6 (2001), S. 244-288 
    Details
    ISSN: 1362-0436
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: 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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000005581
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  • 4
    Electronic Resource
    Electronic Resource
    Leading organizational change (2000)
    Bradford : Emerald
    The @journal of workplace learning 12 (2000), S. 66-74 
    Details
    ISSN: 1366-5626
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: 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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13665620010316226
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  • 5
    Electronic Resource
    Electronic Resource
    Effective management of healthcare change (1998)
    Bradford : Emerald
    The @TQM magazine 10 (1998), S. 27-29 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: 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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544789810197792
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  • 6
    Electronic Resource
    Electronic Resource
    Team charter (1998)
    Bradford : Emerald
    The @TQM magazine 10 (1998), S. 355-361 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start-up direction for the team and avoids the team wasting a valuable time and resources. Gives an example of a team charter and a detailed analysis of the 21 sections involved.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544789810231234
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  • 7
    Electronic Resource
    Electronic Resource
    Techno-speed change - the race to position your organization to be a fierce and flexible competitor: leading (2001)
    Bradford : Emerald
    The @TQM magazine 13 (2001), S. 224-231 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Change is often brought about by an organization's old ways being shown to be ineffective and inefficient in the currrent market environment. For most organizations this is usually found out too late in today's rapid pace of Internet speed change. Organizations must approach change just as the most successful "techno-individuals" have, by constantly reinventing and making minor changes, so they are always positioned for the next wave of change in the marketplace. Their workforces then view change as a phenomenon to embrace and not fear. It is normal to change if one is always doing it. Organizations must ask themselves "What do we need to change to be a fierce and flexible force in our marketplace?" "How have we changed this week? How must we change next week?".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544780110392115
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  • 8
    Electronic Resource
    Electronic Resource
    Managing change - a tale of two hospitals in an integrated network (1996)
    Bradford : Emerald
    The @TQM magazine 8 (1996), S. 27-34 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them - an urban community hospital - through what is described in detail as core process redesign; the other - a full-service, research and teaching hospital - devised and implemented a process described, again in step-by-step detail, as re-engineering of clinical services and business operations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544789610118458
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