ABSTRACT
There is ultimately one main aim in change management. This is to create and sustain a behaviour change in managers and managed throughout the organisation. Management worked on the basis of formal or legitimate power and any conceptions of leadership were simplistic. The behaviour people want to encourage in individuals fits with these characteristics: the development of a flexible attitude to work; a commitment to workplace learning and self-development; and risk taking and the exploration of new ideas about organisations. Structural change inevitably fuels behavioural change, and maybe the reverse is equally true. Managerial behaviour in change situations is based on some distinct groups of skills, not only in handling people but in creating the right organisational conditions. When structures are flattened as a part of change management, it is middle management that can suffer because some of their functions can be redistributed. The chapter also presents information on new management behaviour, horizontal thinking, and reading the environment.
