Book contents
- Frontmatter
- Contents
- Preface
- Chapter 1 Peak Performance
- Chapter 2 Supportive Environment
- Chapter 3 Rewarding Performance
- Chapter 4 Job Satisfaction
- Chapter 5 Productivity Settlement
- Chapter 6 Power of Communication
- Chapter 7 Human Capital
- Chapter 8 Nurturing Work Culture
- Chapter 9 Manage Change
- Chapter 10 Knowledge Management
- Chapter 11 Managerial Effectiveness
- Chapter 12 Retention of Talents
- Chapter 13 Leadership
- Chapter 14 Industrial Relations
- Chapter 15 Demotivators
- Bibliography
- Index
Chapter 9 - Manage Change
Published online by Cambridge University Press: 26 October 2011
- Frontmatter
- Contents
- Preface
- Chapter 1 Peak Performance
- Chapter 2 Supportive Environment
- Chapter 3 Rewarding Performance
- Chapter 4 Job Satisfaction
- Chapter 5 Productivity Settlement
- Chapter 6 Power of Communication
- Chapter 7 Human Capital
- Chapter 8 Nurturing Work Culture
- Chapter 9 Manage Change
- Chapter 10 Knowledge Management
- Chapter 11 Managerial Effectiveness
- Chapter 12 Retention of Talents
- Chapter 13 Leadership
- Chapter 14 Industrial Relations
- Chapter 15 Demotivators
- Bibliography
- Index
Summary
According to George Bernard Shaw, ‘Progress is impossible without change, and those who cannot change their minds, cannot change anything’. The saying, ‘nothing is permanent–but change’, though overused seems to carry much significance in the twenty-first century. Change has turned so pervasive that the very survival of any organisation depends upon its ability to cope with it. In this age of paradox, contradiction, opportunity and change, some people are apprehensive that things may get worse. But positive minded individuals believe that change is encouraging because they feel things may get better. To those who have confidence in themselves, change is a stimulus because they believe one person can make a difference and influence what goes on around them.
Challenges and uncertainty
Organisations are constantly facing unprecedented challenges brought about by the relentless progress of globalistion and new technologies. The forces of change affect almost every section of business and industry. Decision-making is becoming riskier and organisations are perpetually caught in a web of uncertainty. This could bring progress to a grinding halt. At the least, it can trigger economic slowdowns.
Ideas that used to take fifty years to be born, now take only five minutes to grow and mature. Everything is changing at such a fast pace that the great success stories of yesterday are already outmoded today. Throughout human history, whenever changes have taken place, people have shown an aversion to them. In almost every field – the arts, sciences, medicine, business – new ideas have met resistance or rejection at first. Only when people have moved beyond fear, have they felt free and been able to face challenges.
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- Chapter
- Information
- Human Capital , pp. 129 - 136Publisher: Foundation BooksPrint publication year: 2007