88374984 mba managing change in organisation assignment

7/21/2019 88374984 MBA Managing Change in Organisation Assignment

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UNIVERSITY OF WALES

MASTER of BUSINESS ADMINISTRATION

ASSIGNMENT: MANAGING CHANGE IN ORGANISATIONS

BY

MOSES NHUTSVE (STU 29349)

JANUARY 2!2

WORD COUNT: 4 2"

Table of Contents

1



Description

Page

1.0Background of The Organisation3

1.1 The Signicant Organisational Change

31.2Drivers of Change

31.3Organisational Developent !"orts

#1.$%e& 'anageent O()ectives *1.+ The Change ,rocess

*1.#Bullock and Battern-s ,lanned Change ,hases.

1.*%e& /ssues That ere Being 'onitored

111.esistance to Change. 111.!"ectiveness of Change ,rocess

1$1.10 urther elated Change ,rograes

1$

Bi(liograph&

1+

4ppendi5 / 1+

2



!# B$%&'o*+ of T,- O'$*./$0.o*

D. King & Son (Pvt) Ltd is a farming enterprise, which is situated approximatel !"

#ilometres north of $arare off the main %vurwi %a'owe road in %ashonaland

entral Province. he organisation started as a commercial cropping and dairing

entit, *ut +an King realised that mil# products were highl demanded * the

customers and considering the unvia*le mil# producer prices o*taining on the mar#et

due to the monopol of the then Dair %ar#eting oard. he #ios# *egan to sell

under a retail license issued * the Dair %ar#eting oard which the prerogative of

*uing and selling of mil# in the countr *efore it-s privatisation to Dairi*ord

im*a*we Ltd in /00!, which is the largest supplier of diar products in im*a*we.

Dor#ing Dairies is a mil# processing and distri*ution compan formed in /001 and

registered in im*a*we in accordance with the ompanies 2ct under the

management of King famil mem*ers namel +an and 3ane. he compan

specialises in the production of fresh mil#, cultured mil#, oghurts and fruit 4uices.

!#! T,- S.'*.f.%$*0 O'$*./$0.o*$1 C,$*'-5rom inception, the compan has operated as a famil run *usiness. 5rom 6""! up

to present, the compan has graduated from *eing a small mil# processor to a

medium processor after successfull securing an e7uit partner who *rought in

funding to transform the *usiness from a famil owned structure to a corporate set upwith strict adherence to corporate governance issues. ransformation in

organisations refers to an fundamental changes in the mission or purpose of the

organisation and in the activities to the extent that the organisation changes its

identit and *ecome something totall different (Kanter et al /006).

!#2 T,- D.-/ of C,$*'-#

Dawson (/008) point out that the conception of the need to change ma either *e inresponse to external or internal pressures for change (reactive) or through a *elief in

the need for change to meet future competitive demands (proactive). he #e drivers

of change fall into two *road categories9 external triggers and internal triggers.

!#2#! I*0-*$1 D.-/ of C,$*'- $0 Do&.*' D.$.-/

N--+ 0o A++-// C$$%.0 Co*/0$.*0/his was in part due to capacit challenges as the initial set up of the factor was not

designed to cater for huge volumes as the target mar#et was a single district. %ost of

the initial e7uipment was old as the *usiness did not get enough time to recapitaliseand the factor was highl manual which compromised plant efficienc levels.

3



N--+ 0o R$./- C$.0$1#:ith the current model it was difficult to mo*ilise long term funding to re e7uip the

*usiness mainl *ecause the factor was situated on a farm redit lines from ma4or

suppliers were withdrawn due to the *usiness-s tpe that it was familrun.

N--+ 0o C-$0- 5o6-f1 B$*+/he cultured mil# managed to dislodge competing *rands *ecause of its viscosit as

the competing products were a *it water. 2s the *usiness started en4oing

su*stantial growth, suppl side constraints set in and affected the performance of the

*rand due to persistent shortages of product as production was failing tremendousl

to match with demand.

!#2#2 E70-*$1 D.-/ of C,$*'- $0 Do&.*' D.$.-/

5o1.0.%$1 F$%0o/he #e issues in the political environment relate to shifts instigated * the

government of the da on issues such as trade li*eralistaion, tax polic, deregulation

of industries and statutor provisions and legislation (;o**ins and oulter 6""!).

Land ;eform Programmes and +ndigenisation ampaignshe land reform programme was a ma4or driver for change. 2t the turn of the

millennium, the politics in im*a*we *ecame so hot with rampant dispossession of

farm land which formed the *ase of the compan as the *usiness relied on outside

farmers to suppl raw mil#. o a greater extent the political overtones increased the

exposure of the *usiness as operations were situated on the farm.

E%o*o8.% F$%0o/he im*a*wean econom has *een experiencing serious shortages of products in

the supermar#ets shelves. <ational production levels started plummeting and the

countr under normal circumstances re7uires five million litres of mil# a month and at

the *ottom end in 6""1, production was averaging one and a half million litres. he

national herd also went down as farmers *attled to sustain huge herds as there were

no stoc# feeds let alone vaccines.During this o*taining period, the im*a*wean Dollar *egan to fall in value until 6""0,

when the multicurrenc regime was adopted. he dollarised econom presented

great opportunities for investment as the econom *egan to sta*ilise.

T-%,*o1o'.%$1 F$%0o/%assive de stoc#ing resulted in falling mil# volumes from the farms and processors

technolog had to *e *rought in to compliment the new dispensation. :ith the advent

of internet, it has allowed the *usiness to computerise all sstems from production,

mar#eting and finance, such that data can *e viewed live on operations allowing

spontaneous decision ma#ing and the a*ilit to transact with external sta#eholders

li#e suppliers, *an#ers and regulator authorities. ;esearch efforts have *een

simplified as information can now *e exchanged freel and easil. S,.f0/ .* D-8o'$,.% F$%0o/#

he countr has witnessed a massive shift in famil setups where most householdsare now managed * single parents and mostl the are *us such that when

$



preparing their meals, it is easier and convenient for them to use mil# as it does not

re7uire a lot of effort to prepare considering time constraints in preparing other meals

especiall with the power situation currentl affecting the countr. his has resulted in

huge demand for mil#. See 2ppendix 2 for volumes of mil# produced *etween 6""!

6"//.

I*+/0 Co8-0.0.o*Porter (/01=) identified five forces that drive competition within an industr. hese

include the following9 threat of potential new entrants, intensit of rivalr among

existing firms, *argaining power of *uers, *argaining power of suppliers and threat

of su*stitutes. Dor#ing needed to strive to gain pole position in increasing innovation

in the industr. +t is difficult for a famil *usiness to mo*ilise financial resources to

upgrade capacit and wor#ing capital due to a*sence of critical mass due to thin

*alance sheets and perceived ris# due to corporate governance issues as opposed

to other mar#et plaers who are listed on the stoc# exchange.

!#3 O'$*./$0.o*$1 D--1o8-*0 Effo0/ennis (/0!0) defined >D as a response to change, a complex educational strateg

intended to change the *eliefs, attitudes, values and structure of organi'ations so

that the can *etter adopt to new technologies, mar#ets, and challenges and the

di''ing rate of change itself

his was a prophetic definition done in /0!0 and it sound ver current. here was

great need to increase organi'ational effectiveness, raise capital for expansion and

ma#e Dor#ing a*le to compete with industr plaers such as Diar*oard im*a*we,

Dendair and Keshelmer.

!#4 - M$*$'-8-*0 O;-%0.-/he #e management o*4ectives in necessitating the change were premised on the

following ?

(a) ;emodelling the *usiness so that it can secure funding through e7uit partners or

venture capital partners(*) Delin# the *usiness from the farm so that it *ecomes a separate entit and guard

against compulsor ac7uisition of the *usiness and reduce the inherent ris#(c) %anage perceptual issues from an investment point of view

(d) %itigate loss of raw mil# inta#e from dispossessed farms with a via*le converti*leproduct such as powder mil# which can *e imported and cover the unfulfilled gap

that was *eing ta#en awa * imports.(e) apacit utilisation to *e increased to cater for the increased demand as mil#

processing * its ver nature is a volume driven *usiness.(f) +ncreased need to put in place stringent 7ualit control sstems in line with

expanded capacit.(g) <eed to put in place enough sstems to manage stoc# control, accounting

procedures.(h) <eed to *olster the corporate profile * *ringing in competent managers to drive

the strategic intent and to enhance s#ills and capa*ilities of current staff through

vigorous training initiatives.

+



(i) <eed to rationalise operations from a small *usiness unit to a proper *usiness

model that encompasses all the critical aspects of corporate governance.(4) ;etooling and ree7uipping the factor from a manual reliant sstem to a full

integrated automatic sstem.

!#< T,- C,$*'- 5o%-// 2fter careful analsis of the pro*lems *edevilling the *usiness, it was agreed * the

5amil rust to engage a consultant as the hange Sponsor and would wor# closel

with the %anaging Director to lead the change process. he were supposed to do a

sta#eholder analsis that entails who are going to *e the ma4or participants in the

change programme, what effect the change is going to *ring a*out, the anticipated

timelines to complete the change programme.

C$f0.*' $* I81-8-*0$0.o* 51$*

he implementation plan focuses on what needs to *e done, when and how it isdone. his provides a @road mapA for the transformation process and specifies the

details and the action plan. Some of the activities that can *e considered include

esta*lishing a change management team, activit planning, transition management

structures, postaudits and training (amford et al 6""8).

#

Why change?

Deterining the need for change6

deterining the degree of choice

a(out hether to change.

Dening the desired

future state

Descri(ing the present

state.

7etting fro here to

there8 assessing the

present in ters of the

future to deterine the

ork to (e done.



F.'!#! M$ of T,- C,$*'- M$*$'-8-*0 5o%-//# So%-: I*0-*$1 T$.*.*'

M$*$1: O'$*./$0.o*$1 T$.*.*' $*+ D--1o8-*0 (!999)#

!#" B11o%& $*+ B$00-* (!9=<) 51$**-+ C,$*'- 5,$/-/ased on Lewin-s (/0=1) Bstep model of planned change, and a snthesis of over

thirt other models, ulloc# and atten (/01=) 7uoted * urns (6""8) developed an

integrated fourphase model of planned change. he respective dimensions are the

change phases and the change process.

• hange phases9 hese are the distinct states that an organi'ation moves

through during planned change.

•

hange processes9 hese are the actual methods (or modalities) that areused to move an organi'ation from one state to another.

he model which incorporates #e aspects of man other change models, comprises

four se7uential steps that organi'ations must go through to achieve successful

change.

/ Cxploration Phase6 Planning Phase

B 2ction Phase8 +ntegration Phase

he stud will use the four different stages to explore the management of change

within Dor#ing Diaries from a famil owned small *usiness into a registered compan.

!#"#! E71o$0.o* 5,$/-Cxploration involves verifing the need for change, and ac7uiring an specific

resources (such as expertise) necessar for the change to go ahead.

he first tas# was to set the o*4ectives of the programme * understanding the

current structure its shortfalls and what needs to *e done to plug in the gap thatexists. +n order to set the tone the hange Sponsor allas fears in the participants *

*

'anaging during the

transition state.



explaining wh this is a necessar procedure, the *enefits it *rings so that it *ecomes

easier for the committee to get *u in from the whole organisation.

he initial step was to setup parameters for discussion forums, interviews,

*rainstorming sessions, analsis from customer complaints, previous *udgets,

management reports and constraints affecting the *usiness and wor# on how *estthat can lead the participants to appreciate the change programme.

he organi'ation *ecomes aware of the feltneed for change. he change agent

serves as a catalst for change and assists with the planning and implementation of

the changes.

!#"#2 51$**.*' 5,$/- 2 diagnosis is completed and actions are se7uenced in a change plan. he plan is

signed off * management *efore moving into the action phase.his phase which of necessit must follow after the exploration phase involves9

•he correct diagnosis of the actual pro*lems or concerns faced * the organi'ation.his is achieved through collection of information.

• Csta*lishment of the change goals and designing of appropriate actions to achieve

the goals.

• >*taining #e decisionma#ers- approval, support and commitment to the proposed

changes (urns /006).arious authors emphasise the importance of planning during the implementation of

change management programmes. here are some researchers who radicall differ

from the accepted norm of planning. Stace (/001) challenged the assumptions of

change [email protected] theory holds that your intended theory actions in a programme

of change will have unforeseen and unintended consequences, so an outcome will

emerge, and change will occur but not in the way that you designed or planned it..A

(p=E9/001).hange ma occur in a selforganised wa where people have little influence. his

theor ma#es sense in hperactive macroenvironments where volatilit,

unpredicta*ilit and uncertaint. he im*a*wean macroenvironment can *e

classified as ver active and unsta*le and can certainl *e viewed in light of the

complexit theor.

Clements of Planning Phase.%anagement ? +t was noted that the current set up was ver rigid in terms of

response to the dictates of changing trends. +t was slow in terms of execution of

critical decisions leading competitors to ta#e advantage of opportunities that were

arising. here was no clear cut separation *etween management and ownership

meaning there was deli*erate disregard of corporate governance procedures.

%an ? Fenerall the *usiness was ill e7uipped in terms of its s#ills and competences

as most people in the factor never had formal training in food processing. his

compromised initiatives within the wor#force as the presumed what the were told to

*e gospel truth whether it is wrong or not.



%achine ? he factor was ill e7uipped with most machines outdated and old.

5re7uenc of *rea# downs affected man hours. here was a tendenc * emploees

of accruing unnecessar overtime. he factor was manuall reliant which

compromised a lot on 7ualit.

%ethod ? he wa wor# was *eing done left a lot to *e desired as most procedureswere not *eing followed whether deli*eratel or through ignorance. Short cuts were

the order of the da. here was no clear cut procedure on cleaning, materials

handling.

%aterials ? here was no proper chec#ing mechanisms especiall on receiving raw

mil# from the farmers as most of the mil# *eing put in the sstem was su*standard as

the viral count was over the prescri*ed limit. his affected the 7ualit of products to

*e produced as most of the products would eventuall *e returned * the customers.

!#"#3 A%0.o* 5,$/-+n the action phase, an organi'ation implements the changes that were drawn up

during the planning phase to change from undesira*le current state to a desired

future state. Some of the processes that need to *e carried out in this phase include9

• Faining the actual support from emploees for the actions to *e ta#en.

• Cvaluating and monitoring the implementation activities and providing constant

feed*ac# to all sta#eholders.he action phase e7uates to the 2ction ;esearch %odel proposed * urns (/006)

where he descri*es it [email protected] ;esearch is research on action with the goal of ma#ing that action

more effective..A (p/!"9/006).

his model originated from the Festalt5ield theorists and recogni'es that successful

change re7uires a process of learning (action) *ased on anal'ing all situation allsituations correctl, identifing all possi*le alternative solutions and choosing the *est

solution to permit those involved to change insights, expectations and thought

patterns. his approach criticall re7uires gaining the commitment of *oth the

organi'ation and the su*4ect of change. 2ctions are completed according to plan, with feed*ac# mechanisms which allow

some replanning if things go off trac#.

he initial stage involved a la*our audit which sought to identif who was doing what

and the level of competence. his rearranged the la*our organisation in the sstem



with the formation of 7ualit circles and teams. Cach of the critical divisions was to *e

led * a team leader and their main areas of focus centred on9

%ain Processing Plant ? his team was responsi*le for receiving, chec#ing all raw

materials getting into the factor for compati*ilit purposes as this is where all

production starts. Proper hgiene was also a #e result area for this group and thiscentred on the cleaning of all materials, e7uipment and the general cleanliness of the

factor.

Gualit ontrol ? his team was responsi*le for receiving product from the main plant

*efore final pac#ing. his entails analsing the final product ma#es sure it conforms

to the maximum specifications *efore *eing pac#ed. he would also loo# at

consumer complaints and feed*ac# and advise on how products can *e improved on

to the full satisfaction of the consumer and remain competitive on the mar#et.

Pac#ing ? his team was responsi*le for pac#ing the final product that is read for

the mar#et. he would ensure that product is *eing pac#ed in the correct *ottles andall the la*elling and expir dates are correct.

Procurements ? his team was responsi*le for getting all the #e inputs for the

factor and ma#es sure the are *ringing in the right components. he are

supposed to do a suppl audit and ma#es sure critical raw materials are coming from

the right sources and also on the pricing of the materials.

!#"#4 I*0-'$0-+ 5,$/-

+t has *een noted that for an successful change programme to succeed, there is

need to have *u in from all the sta#eholders on the main o*4ectives and vision of thechange programme. +t was also noted that *efore the onset of the change

programme, all the participants to the programme are identified, mapped according

to the level of influence the hold in relation to the successful implementation of the

change programme.

2 num*er of wor#shops, 7uestion and answer sessions, case studies and inherent

merits were conducted at ever level of the change programme so that all

sta#eholders were #ept aware of ever development and successes registered at

ever stage were announced to everone. his was done to ensure commitment and

support of the programme persists to the end. +n the end resistance to the change

programme was #ept at *a as sta#eholders had the same vision, hopes and

expectations.

!#> - I//-/ T,$0 W-- B-.*' Mo*.0o-+ T,o',o0 T,- C,$*'- 5o'$88-

he #e issues included the following.

• Developing and sharing a similar vision within the sta#eholders.

• ;ecognising the role of leadership in the organisation and how it impacts on change.

• ontinuousl investing in the development of all sta#eholders

• ;espect and genuine concern on all sta#eholders

10



• Driving *ehaviour in individuals so that the organisation delivers the *est out of the

teams

• Developing a culture of colla*oration rather than command where change is viewed

as an opportunit

• 2lla fears in the old staff * spelling out the merits of the change.

!#= R-/./0$*%- 0o C,$*'-

!#=#! C$/-/ of R-/./0$*%- 0o C,$*'-

;esistance to change occurs at the individuals group and organi'ational levels and are

mutuall reinforcing o*serves 3anis (/016)(i) +ndividual level

5actors that influence resistance include the personalit of those involved in the changeprocess. <egative attitude towards further change are *ased upon an individual-s past

experiences of organi'ational change. 5arm wor#ers resisted the change since it threatened

their status 7uo.

(ii) Froup level;esistance has *een o*served to *e pronounced and tenacious where a group suffers from

the group thin# phenomena (3anis/016). +n such a situation the organi'ation power is

centrali'ed awa from the group. hange which arises from outside the group is viewed as a

threat to the status 7uo.

(iii) >rgani'ational level

5actors that influence resistance include organi'ational structure, climate, culture and

strateg. hange is un#nown and poses a threat to those affected * it. hange that is

perceived to *e detrimental to wor#ing conditions will *e resisted. Pschological processes

such as anxiet, frustration and loss of selfesteem result in emotional resistance. hange is

also resisted *ecause it challenges the status 7uo. People invaria*l have vested interests in

maintaining the status 7uo, *ecause the *enefits from it. Senior manager ma resist an

organi'ational intervention *ecause the fear to lose power (ec#ard et al /01E).

!#=#2 D-$1.*' 6.0, R-/./0$*%- 0o C,$*'- Strong resistance argues for a coupling of powercoercive and environmentaladaptive

strategies. :ea# resistance or occurrence argues for a com*ination of radicalempirical and

normativereductive strategies. <ic#ols (6""") argues that managing change is more a

matter of leadership a*ilit than management s#ills. Leaders emplo a mix of strategies to

counter the negative forces.5ollowing are six classic strategies for dealing with change resistance.

• E+%$0.o* $*+ Co88*.%$0.o*9

>ne of the *est was to overcome resistance to change is to educate people a*out the

change effort *eforehand. Hpfront communication and education helps emploees see thelogic in the change effort. his reduces unfounded and incorrect rumors concerning the

11



effects of change in the organi'ation. 2ccording to urns(/006), the management must

ma#e people aware of the pressures of change. his can *e achieved through regular

meetings so as to exchange the #e information such as competitive mar#et pressures and

the performance of #e competitors. <ic#ols (6""") said that leaders must #eep

communication *arriers low, widel spaced and easil hurdled

• 5$0.%.$0.o* $*+ I*o1-8-*09

:hen emploees are involved in the change effort the are more li#el to *u into change

rather than resist it. his approach is li#el to lower resistance more so than merel hoping

people will ac7uiesce to change (Kotter 6""8). he leaders ma as# for volunteers and also

pic# people with relevant s#ills and energ levels to participate in change programmes. his

helps people to overcome their anxiet and develop feelings of anticipation that lead to

confidence in the change process and su*se7uentl leading to satisfaction with the change

process. Some people fail to get rid of their anxiet and hence the never *ecome part of the

change. he Festalt5ield theorist advocate for discussion, involvement and de*ate with the

individual in order to *ring a*out transformation.

• F$%.1.0$0.o* $*+ So09

%anagers can headoff potential resistance * *eing supportive of emploees during difficult

times. %anagerial support helps emploees deal with fear and anxiet during a transition

period. his approach is concerned with provision of special training, counseling, time off

wor#. here is need to develop ena*ling structures that facilitate and reinforce thetransformation process (ridges /00/). his is achieved through scheduled wor#shops,

training programmes and creation of new structures and reward sstems.

• N-'o0.$0.o* $*+ A'--8-*09

%anagers can com*at resistance * offering incentives to emploees not to resist change.his can *e done * allowing change resistors to veto elements of change that are

threatening, or change resistors can *e offered incentives to go elsewhere in the compan in

order to avoid having to experience the change effort. his approach will *e appropriate

where those resisting change are in a position of power.

• M$*.1$0.o* $*+ Coo0$0.o*9

2ccording to <ic#ols (6"""), cooptation involves the patroni'ing gesture of *ringing a person

into a change management planning group for the sa#e of appearances rather than their

su*stantive contri*ution. his often involves selecting leaders of the resisters to participate in

the change effort. hese leaders can *e given a sm*olic role in decision ma#ing without

threatening the change effort. he Dor#ing famil mem*ers have *een managed using this

strateg.

• E71.%.0 $*+ I81.%.0 Co-%.o*9

%anagers can explicitl or implicitl force emploees into accepting change * ma#ing clear

that resisting change can lead to losing 4o*s, firing, or not promoting emploees. his

methods wor#s well in crisis situations and where the leaders are convinced that the are

doing a correct thing and that the change process will *e a success.

Lewis (/001) argues that generall, change management succeeds where the compan is

filled with trou*lema#ers, maveric#s and general pains in the nec#. his explains wh man

companies fail to change *ecause the do not have these tpes of people.

12



!#9 Eff-%0.-*-// of C,$*'- 5o%-//

• he organisation has managed to create a positive perception on the mar#et as a pro

active and forward thin#ing entit.

• 2 new culture on how to do things *etter and the 7uest to strive for the *est is now

the norm.

• he 7ualit of products coming out of the factor has greatl improved with minimal

returned product coming from the customers.

• he factor has *een retooled and delin#ed from the farming operation.

• %anagement structure has *een positioned favoura*l so that it *ecomes relevant to

the prevailing macro economic dnamics and the flexi*ilit to continuousl ad4ust

itself as provided for * the environment.

• Staff morale is now at its *est with the previous anti trust tendencies written off.

• he *usiness is now *etter positioned and self sustaina*le with the a*ilit to unloc#

its inherent value.

• <ew mar#ets have *een exploited and new product users created.

:ith the ever changing glo*al trends in terms of how *usiness is conducted, changes in

consumer tastes, opening of new mar#ets, technological revolutions has seen change inorganisations to *e viewed as an ongoing process not as an event.

;ecognition of the need to evaluate the process at various stages.

a#ing necessar action.

Provision for feed*ac#.

;ecognition and ac#nowledgement of the contri*ution of staff.

!#! F0,- R-1$0-+ C,$*'- 5o'$88-/Listing on he Stoc# Cxchange9 he next move that must *e done at Dor#ing Diaries is to

convert the private compan into a pu*lic compan * listing on the im*a*wean Stoc#

Cxchange. his ena*les the compan to raise more capital from mem*ers of the pu*lic.

Diversification Strategies9 he compan ma also diversif into related or unrelated

industries such as food processing and horticulture. his will ena*le Dor#ing to manage ris#s

* creating snerg *etween units.

Flo*al Strategies.%anagement ma also implement changes that ena*le Dor#ing to *ecome a glo*al

*usiness. his will result in the organisation competing with other international mil#processing companies li#e Pamalat and <estle.

13



reating a Learning.Peter Senge (/00B) stated that managers must create a learning organisation. So

management at Dor#ing ma implement strategies that result in a learning organisation. 2

learning organisation can *etter adapt to the fast changing environment and cope with the

rate of change itself.

B.1.o'$,

amford, D.r. and 5orrester, P.L. (6""8). M$*$'.*' 1$**-+ $*+ -8-'-*0 %,$*'- 6.0,.*

$* o-$0.o*/ 8$*$'-8-*0 -*.o*8-*0. +nternational 3ournal of >perations and

Production %anagement, 6B, =, =8!=!8.

ec#hard, ;.5., and ;.. $arris.(/01E) O'$*.?$0.o*$1 T$*/.0.o*/: M$*$'.*' Co81-7

C,$*'-# ;eading, %29 2ddison:esle.

err L (6""B) C1.*' I* C/0o8-/@ $arvard usiness ;eview

ridges, :. (/00/). M$*$'.*' T$*/.0.o*/. ;eading, %29 Perseus.

ridges, :., and S. %itchell (6""6). L-$+.*' T$*/.0.o*: A N-6 Mo+-1 fo C,$*'-# +n

>n Leading hange. 5. $essel*ein and ;. 3ohnston, eds. <ew Ior#9 3osseass, .

ulloc#, ;.3., and D. atten. (/01=) I0/ J/0 $ 5,$/- W-- Go.*' T,o',# Froup and

>rgani'ational Studies /".

urnes, . (6""8). M$*$'.*' C,$*'-# 8th Cdition.. Prentice$all9 London.

urns, .(/006),M$*$'.*' C,$*'-# London9 Pitman.ameron, Csther, and %i#e Freen.(6""8). M$&.*' S-*/- of C,$*'- M$*$'-8-*0: A

Co81-0- G.+- 0o 0,- Mo+-1/@ Too1/ $*+ T-%,*.-/ of O'$*.?$0.o*$1 C,$*'-#

Sterling, 29 Kogan

ameron, Csther, and %i#e Freen.(6""8). M$&.*' S-*/- of C,$*'- M$*$'-8-*0: A

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Sterling, 29 Kogan Page.

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%anagement ol1 +ssue = p 6!=.I*0-*$1 T$.*.*' M$*$1: O'$*./$0.o*$1 T$.*.*' $*+ D--1o8-*0 (!999)#Kanter, <adler, D.2 and ushman, %.L (/006). A%$+-8 of M$*$'-8-*0 E7-%0.-. olB

pp /086"8King < and 2nderson < (6""6). M$*$'.*' I**o$0.o* $*+ C,$*'-: 2 ritical Fuide.

homson, London.

Kotter, 3ohn P.(6""8). L-$+.*' C,$*'-# oston9 $arvard usiness School Press.

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3anis (/016). R-/./0$*%- 0o C,$*'- .* O'$*./$0.o*/. %cFraw $ill, <ew Delhi, +ndia.Lewin, Kurt. (/0=/). F.-1+ T,-o .* So%.$1 S%.-*%-# <ew Ior#9 $arper and ;ow, /0=/.

Lewis . (/001). Eo-$* M$*$'-8-*0 3ournal ol /= <o =.

Luec#e, ;ichard. (6""B) M$*$'.*' C,$*'- $*+ T$*/.0.o*# oston9 $arvard usiness

School Press,<adler, David, %ichael L. ushman, and %ar# . <adler.(/00E). Co8-0.*' D-/.'*: T,-

5o6- of O'$*.?$0.o*$1 A%,.0-%0-# <ew Ior#9 >xford Hniversit Press, /00E.;istino, ;o*ert 3. (6"""). T,- A'.1- M$*$'-/ G.+- 0o M$*$'.*' C,$*'-# ristol, 9

elocit usiness Pu*lishing.

;o**ins S. P and oulter % (6""!) M$*$'-8-*0 1th Cdition, Prentice $all. <ew Delhi +ndia

Senge, Peter %., et al.(/000). T,- D$*%- of C,$*'-: T,- C,$11-*'-/ 0o S/0$.*.*'

Mo8-*08 .* L-$*.*' O'$*.?$0.o*/# <ew Ior#9 Dou*leda.

Senge, Peter.(/00B). T,- F.f0, D./%.1.*-# London9 entur usiness.

Sims, ;onald ;.(6""6). C,$*'.*' 0,- W$ W- M$*$'- C,$*'-# :estport, 9 Praeger

Stace, ;alph D.(/00B). S0$0-'.% M$*$'-8-*0 $*+ O'$*./$0.o*$1 D*$8.%/: he

hallenge of omplexit. London9 Pitman Pu*lishing.

Stewart 3 (/00!). M$*$'.*' C,$*'- T,o', T$.*.*' $*+ D--1o8-*0: Kogan Page

A55ENDI IVo18-/ of M.1& 5o+%0.o* B-06--* 2"2!!

Milk Volumes

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March 06000 11*6+001$#6

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161$16111

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