ABSTRACT
In Chapter 1 we looked at the changes caused by privatization, the pressure to provide value for money, new managerialism and new organization structures. We have chosen to start with managing change as Role One because implementing change is integral to all of the roles in which managers are expected to demonstrate competence. Each management role is discussed separately. We look at the need to change in response to stakeholders and the marketing activities of competitors (Chapter 4). Improving quality requires the continuous implementation of incremental changes (Chapter 5). In Chapter 6 we see how working in groups and teams can impede change. In Chapter 7 we question the role of transformational leadership in implementing change. A motivated workforce is a powerful aid to implementing changes. Recruiting, inducting, training and disciplining individuals often play an important part in implementing changes (Chapter 8). Implementing change requires additional resources. We look at how these resources can be obtained and how to check that they are used economically, effectively, efficiently and ethically (Chapters 9, 10 and 11). Making decisions about change and communicating them requires systems to manage the flow of information. We find that information technology not only enables change but also forces other changes in its wake (Chapter 12). We look at the beneficial relationship between change and learning (Chapter 13). We then switch our focus from managing change to changing managers when we look at managing personal development (Chapter 14). Finally, in Chapter 15, we look at how surfacing the assumptions and beliefs of managers can help to balance the need for continuity against the need for change.
