chapter  3
Strategic planning
Pages 24

The management of change I recall the managing director of a large petrochemical company who decided that a major change was required in the way the company operated if serious competitive challenges were to be met. A human resources director was recruited who was given the task of managing the change in the people and their ‘attitudes’. After several ‘programmes’ aimed at achieving the required change, including a new structure for the organization, a staff appraisal system

linked to pay, and seminars to change attitudes, very little change in actual organizational behaviour had occurred.