• Strategic change
• 43 min
  1. A convergence model for change

  • Prof. Colin Carnall
• 45 min
  2. Models for strategic change: an overview from strategic management

  • Prof. David Wilson
• 41 min
  3. Making M&A's successful

  • Mr. Richard DiGeorgio
• 41 min
  4. Developing context sensitive approaches to change: contextual features

  • Prof. Veronica Hope Hailey
• 51 min
  5. Building energy for change

  • Dr. John Potter
• 38 min
  6. The 5 forces of change: a blueprint for leading successful change

  • Mr. Anthony Greenfield
• Organizational interventions
• 38 min
  7. Building change through executive development interventions

  • Dr. Phil Dover
• 19 min
  8. Coaching as a tool of change

  • Dr. Barbara Moyes
• 18 min
  9. Creating positive workplaces: myth or reality?

  • Ms. Marilyn Tyzack
• Sustainable change in complex organizations
• 41 min
  10. Unleashing change in public services

  • Prof. Steven Kelman
• 36 min
  11. Change management in the private and public sector

  • Dr. David Bamford
• 40 min
  12. Change management and complexity dynamics

  • Dr. Ysanne Carlisle
• Making the people agenda work effectively
• 26 min
  13. Behavioral issues in change

  • Prof. Bernard Burnes
• 43 min
  14. Change and the individual: expectations and triggers

  • Dr. Ann Parkinson
• 43 min
  15. Facilitating individual and personal change

  • Dr. Suzanne Pollack
• 45 min
  16. Change and its leadership

  • Prof. Malcolm Higgs
• 34 min
  17. After all we are only human: leading people in organizational change

  • Dr. Tom Karp
• 45 min
  18. Leadership transitions

  • Mr. Richard DiGeorgio
• 33 min
  19. Talent: the secret to being world class

  • Mr. Chris Roebuck
• 38 min
  20. Managing talent during times of uncertainty

  • Mr. Stuart McAdam
• 39 min
  21. The role of supervisors for change acceptance

  • Dr. Pedro Neves
• 23 min
  22. Management consultants

  • Prof. Stuart Macdonald
• Re-thinking change
• 35 min
  23. Stimulating organizational learning through networks and communities

  • Dr. Alison Donaldson
  • Ms. Elizabeth Lank
  • Prof. Jane Maher
• 52 min
  24. Organizational and transformational change

  • Prof. Jaap Boonstra
• 39 min
  25. Organizational culture and change

  • Dr. Michael Phelan
• 42 min
  26. The moral foundations for change management

  • Prof. Roger Steare
• 36 min
  27. Managing organizational change: a philosophies of change approach

  • Dr. Fiona Graetz
• 30 min
  28. Culture change

  • Mr. Michael Maynard
• 46 min
  29. Re-imaging and re-imagining approaches to organizational change

  • Prof. Cliff Oswick
• 36 min
  30. Organizational change: transformation from e-government

  • Dr. Roland Yeo
• 39 min
  31. Change management

  • Prof. David Lewin

Printable Handouts

PDF

Navigable Slide Index

1. Introduction
2. Management methods
3. Fad and fashion in management method (1)
4. Publications of management methods (1)
5. Publications of management methods (2)
6. What explains such rise and fall in popularity?
7. Management consultants about their method (1)
8. Management consultants about their method (2)
9. Fashion goods
10. Fear (1)
11. Fear (2)
12. Lonely managers (1)
13. Lonely managers (2)
14. M. Hammer's quotation
15. The consultant and the manager relationship
16. Dependency
17. The cycle of dependency
18. Dependency is increased by using consultants
19. More about dependency
20. Typical thinking
21. Managers are willing to believe
22. Do these management methods work?
23. The (second) best selling business book
24. In Search Of Excellence
25. McKinsey 7-S model elements
26. Excellence is a matter of time
27. Managers depend on "in search of excellence"
28. Managers are desperately thirsty for ideas (1)
29. Managers are desperately thirsty for ideas (2)
30. Condensed books
31. Typical business gurus
32. Confused managers (1)
33. Confused managers (2)
34. Consultants should not always be taken seriously
35. The cycle of expectation
36. Desperate manager
37. Managers are being trained rather than educated
38. Fad and fashion in management method (2)
39. Mobile manager needs management method
40. Management science
41. The manager as scientist
42. Matching the right solution to the problem
43. Managers don't rely on their own judgement

Topics Covered

• Change in organisations often means bringing in management consultants
• Managers may have little choice
• Failure to hire consultants suggests that managers are less than serious about change
• Yet, expectations are raised when the consultants arrive, especially if they are expensive consultants
• How managers can become dependent on management consultants and their methods

Links

Series:

• Change Management

Categories:

• Management, Leadership & Organisation

Talk Citation

Publication History

• Published on May 26, 2010