Abstract
Change is a fact of managerial life, for some it is a challenge, for others a threat; for some it comes from within the organisation, for others it enters from the world outside. Whatever the circumstance it is linked with power and politics.
Some people make change;
Some people watch change being made;
Some people don’t seem to know that things are changing.1
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Notes and References
L. L. Lederman, ‘Foresight Activities in the U.S.A.: Time for a Reassessment’ in Long Range Planning, vol. 17, no. 3. (June 1984) p. 41.
‘By transforming the national mood from apathy to action, the New Deal was invigorating its enemies as well as its friends’, A. M. Schlesinger, jnr, The Age of Roosevelt: the Politics of Upheaval, vol. 3. (London: Heinemann, 1961) p. 3.
J. D. Thompson, Organisations in Action (New York: McGraw-Hill, 1967) p. 35.
Ibid., pp. 20–23.
B. Levin, ‘The Iceberg that Snowballed’ The Times. 1984.
P. R. Drucker, The Practice of Management (London: Heinemann, 1955) p. 127.
J. Pfeffer, Power in Organizations (Boston; Pitman, 1981) p. 326.
C. F. Carter & B. R. Williams, Industry and Technical Progress (London: Oxford University, 1957) pp. 108–110.
M. Kogan, The Politics of Education (Harmondsworth: Penguin, 1971) p. 167.
L. R. Sayles, Leadership: What Effective Managers Really Do and How They Do It (New York: McGraw-Hill, 1979) pp. 180–183.
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© 1985 Ted Stephenson
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Stephenson, T. (1985). Change. In: Management: A Political Activity. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-07692-5_9
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DOI: https://doi.org/10.1007/978-1-349-07692-5_9
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