report change

8/3/2019 Report Change

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SRC PORT DICKSON

TABLE OF CONTENTS

NO. CONTENTS PAGES

Acknowledgement 1

1.0 Background of the company 2 - 4

2.0 Literature Review 5 - 7

3.0 Main Contents .. 8 - 13

4.0

5.0

Recommendations

Summary

14 16

17

6.0 Conclusion 18

7.0 References 19 - 20


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ACKNOWLEDGEMENT

First and foremost, gratefulness to God for without His providence and help -

granting us good health and courage we would not be able to accomplish this group

assignment on the prompt time.

Thanks to our MGT 751 courses lecturer, Dr Herwina Rosnan for the

guidance given through out the working out of this assignment.

Not to forget, the company of Shell Refining Federation of Malaysia (FOM)

Bhd. Port Dickson, Negeri Sembilan for all the knowledge and information this had

become very essential and useful during the accomplishing of this assignment.

Last but not least, appreciation and thanks goes to our classmates, friends

and family for support given in terms of motivation and money indeed.

To all groups members: Nurul Nazurah Nasri, Sharipah Nor Asiah, Ahmad

Shazeer and Noraini Saait congratulation for the success we had achieved. We had

worked as a great and unite team. Thank you for all the effort and determination to

make this assignment a success one. Hope that this project will become an

inspiration to all of us.

Thank you.


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1.0 COMPANYS BACKGROUND

SHELL REFINING COMPANY (FOM) BHD. PORT DICKSON

The Shell Refining Company at Port Dickson produces a comprehensive range

of petroleum products, most of which are consumed within Malaysia. In 1999, the

company completed its RM1.4 billion investment in Malaysias first Long Residue

Catalytic Cracking (LRCC). The LRCC represents an extremely important commitment

to this companys future.

At the same time, striving for maximum return to their shareholders, they

also believe in giving equal attention to caring for their environment and to

contributing to social development in their community. They actively encourage and

support diverse wealth creation in the community, the development of new skills

and expertise and the transfer of new technologies and best business practices to

this country. They take pride in being a dependable and trusted participant in

community initiatives and a caring and thoughtful neighbour.

Shell Refining Company Port Dickson has been advocating the adoption of

sustainable development by all industries in Malaysia. A sustainable future begins

with their carefully planned investments today, which ensure that they do not harm

their environment and inhibit their children from developing and prospering as they

wish to themselves.


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VISION

To be the top performing and most admired refinery in Asia.

MISION

To continuously deliver shareholder value by:

Manufacturing and supplying oil products and services that satisfy theneeds of their customers.

Constantly achieving operational excellence. Conducting their business in a safe, environmentally sustainable and

economically optimum manner.

Employing a diverse, innovative and results-oriented team motivated todeliver excellence.

OBJECTIVES

They are committed to deliver sustainable excellence in business performance by

focusing on the following:

Benefit the shareholders. Realize the potential of their people. Meet the customer requirements. Maximize refinery margins. Safeguard asset integrity. Deliver structural cost reductions. Sustain a robust management system. Deliver continuous sustainable Health, Safety, Security and Environmental

excellence.


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MANAGEMENT LEADERSHIP TEAM

Board of Directors

Dato' Saw Choo Boon

Chairman, Non-Independent and Non-Executive Director

Raja Ahmad Murad bin Raja Bahrin

Executive Director and Managing Director

Dato' Seri Talaat Bin Husain Tan Sri Clifford Francis HerbertIndependent & Non Executive Director Independent and Non-Executive Director

Dato' Jaafar Indot Mark Owen Stevens

Independent and Non-Executive Non-Independent and Non-Executive

Director Director

Dato' Mohzani bin Abdul Wahab Thomas Michael Taylor

Non-Independent and Non-Executive Non-Independent and Non-Executive

Director Director
http://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#sawhttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#rajahttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#yahyahttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#datohttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#mohhttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#thomashttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#thomashttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#mohhttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#datohttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#yahyahttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#rajahttp://sww.shell.com/downstream/manufacturing/port_dickson/about/rmt/#saw


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2.0 LITERATURE REVIEWIn this research study, we had found that the factors that contribute to

change management in the organization are the major focus. We had looked at the

past researches done by previous researches in order to identify the most popular

factors. The factors are leadership style, empowerment, motivation and rewards,

and dynamic relationship. On the other hands, the factors of leadership that can

contribute to change management are inter-organizational relationship,

organizational learning, processing information and making decision and

interaction/communication.

LEADERSHIP STYLE

According to Abraham, Griffin and Crawford (1999) in their research titled

Organization Change and Management Decision in Museums; the leadership style

plays successful change outcomes, which emphasized involvement, participation and

empowerment.

EMPOWERMENT

Based on the research titled Non-liner Change in Organizations: Organization

Change Management Informed by Complexity Theoryby Styhre (2002), the research

was done in Telecommunication Company. The researcher was found that one of

the purposes for organization change was top management wanted to examine

whether more empowered workers would be able to be more productive as an

effect of the broader and deeper work assignments. Abraham, Griffin, Crawford

(1999) supported his idea and that leader can emphasized involvement, participation

and empowerment in order to get successful change outcomes.


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MOTIVATION AND REWARDS

One of the factors that can contribute to change management in the

organization is motivation and rewards. According to Abraham, Griffin and Crawford

(1999) in their research titled Organization Change and Management Decision in

Museums, the importance of aiding the transition by recognizing and rewarding

employees involved in the improvements.

DYNAMIC RELATIONSHIP

Based on theJournal of Management and Development, one of the research

titled The Learning Organization New Lessons/Thinking for the Management of

Change and Management Development? by Carr (1997), the researcher consider

planned change in terms of dynamic relationship involving two groups of forces

which are driving forces and resisting forces.

INTER-ORGANIZATIONAL RELATIONSHIP

According to Testa (2002) in his research titled A Model for Organization-

based 360 degree Leadership Assessment, one of the factors of leadership that can

contribute to change management is inter-organizational relationship. From an

economic perspective transaction, cost economics suggests that inter-organizational

relationship is useful in reducing the cost of production.

ORGANIZATIONAL LEARNING

Refers to the researchA Model for Organization-based 360 degree Leadership

Assessmentdone by Mark R. Testa (2002), organizational learning plays important

role in leadership that can contribute to change management in the organization. A

more recent rationale for strong stakeholder relationships is support for

organizational learning.


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PROCESSING INFORMATION AND MAKING DECISIONS

According to Pech (2002) in his research titled Developing a Leadership

Knowledge Architecture: a Cognitive Approach, managers programmes like

scheduling time, processing information and making decisions remained deep inside

their brains. He claimed that researchers often describe managerial programmes

with words such as judgment and intuition, but that they seldom stop to realize that

these are merely labels for describing our ignorance.

INTERACTION/COMMUNICATION

Communication plays important role in change management. Refers to the

research A Model for Organization-based 360 degree Leadership Assessment done

by Mark R. Testa (2002), the researcher mentioned that clearly, communication and

mutual understanding on behalf of all parties involved is essential in ecosystem-

based relationships. The process of 360 degree feedback used so often today in

leadership development may be applied to this organizational dilemma.

This point also supported by Abraham, Griffin and Crawford (1999) which

they stated the importance of communication. Successful change outcomes would

most likely be associated with communication strategies that emphasized direct

communication and proof by managers of commitment to the change process as

well as a variety of media emphasizing written or symbolic communication.


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3.0 CHANGE MANAGEMENT IN SHELL REFINING CO. (FOM) BHD. PORT DICKSON

Organizational change involves moving an organization and the functions,

teams and people within it, from a current state to a desired future state. Change

management involves the effective facilitation of this move within the scope of the

people management policies and practices of the respective business. The effective

management of change is a core capability in nowadays organizational environment

and consulting approaches have proven to be highly effective.

Change management applies to change initiatives that have an impact on a

number of people or where change extends across organizational units, typically

referred to as transitional or transformational change. With the world becoming

increasingly competitive, it is necessary for organizations to run as efficiently as

possible. This is especially true for a large multinational company such as Shell,

which generated billions of dollars worth of revenue from various businesses across

the globe.

Reviews such as the Business Improvement Review (B.I.R), serve to identify

opportunities for improvement so that initiatives can be developed to exploit those

opportunities and ensure that precious resources are channeled where they can

yield the greatest benefit to the organization at the right time.

The B.I.R. at SRC Port Dickson was held in November 2006, culminating with

the Handshake with Mark Stevens, RVP East Manufacturing, on 18th January 2007.

The 2006 B.I.R. focus was on Organizational Effectiveness (OE), Operational

Availability (OA) and Margin & Energy to develop sustainable improvement tactics in

those areas.


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Business Improvement Review (B.I.R) Logo

The B.I.R. logo shows Shell moving towards clearly defined targets by

focusing in the five work streams represented by the legs of the arrowhead. The

orange colour represents the burning desire of the staff to achieve the targets.

What is a B.I.R.?

The Business Improvement Review or B.I.R. process is a Downstream-One

initiative rolled-out to all Shell manufacturing sites worldwide. It is intended to

define and priorities the improvement agenda for manufacturing sites based on

identified financial and performance improvement opportunities. A full B.I.R. would

cover five areas of focus or work streams. These are:

1. Health, Safety, Security and Environment or HSSE

2. Non Energy Cost Coverage or NECC

3. Margin & Energy

4. Operational Availability or OA

5. Organizational Effectiveness or OE

The goal of a B.I.R. is to identify gaps in performance in each work stream

with respect to accepted benchmarks and generate realistic and sustainable tactics

to close those gaps. The B.I.R. will present us with a comprehensive plan for the

coming few years to improve and sustain their performance, and deliver significant

savings to the business. The Organizational Effectiveness aspect also looks at soft

issues that aim to improve productivity and the sense of fulfillment for the

employees in the organization.


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Each new initiative that is developed will first be prioritized using an Initiative

Prioritization Tool. Approved tactics will be tracked in terms of progress (progress

against planned timeline) and performance (actual results versus intended outcome)

via the Business Improvement Plan Tracker (BIPT) which is maintained at each site by

the Business Improvement Manager (BIM).

How will the B.I.R. be conducted?

The B.I.R. will be conducted by a team comprising of visiting consultants from

Shell Global Solutions International B.V. (SGSI) as well as local site representatives.

The event at Port Dickson will be coordinated by the site Business Improvement

Manager (BIM), Mr. Razif Rashid.

The roles and responsibilities of the various local functions that have a part to

play in the B.I.R. are given in detail in a separate document. However, in brief, each

of the three work stream teams will consist of:

i. Workstream SponsorAn Organization Member Leadership Team (OMLT) who will serve to advise the

team and provide support to gain access to essential resources.

ii. Workstream LeaderA SRCPD staff who will head a work stream team and liaise with the visiting

consultant to collect all the necessary data, arrange interviews and meetings

with various people and coordinate the activities of the team members.

iii. Team ParticipantA SRCPD Staff who will assist with the collection of data, communication of

ideas, and discuss the results to understand the key themes in the area of

interest. The team will then develop a number of practical initiatives to close

the identified gaps over a specified timeline. There will be 5 core team

participants in each team.

iv. Visiting Team LeadThis will be an SGSI consultant who will facilitate the proceedings of each work

stream.


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Apart from these core roles, a great number of refinery staff will be either be

interviewed or called upon to contribute their knowledge when clarification is

needed on a subject. All staff is encouraged to provide feedback or suggestions to

the BIM or any B.I.R. team member. All suggestions would be taken on board with

enthusiasm. The B.I.R. team will also serve as ambassadors to communicate with the

site regarding the B.I.R. The key phases of the B.I.R are described in a later part of

this document.

How long is the B.I.R. process?

The B.I.R. can take anything from two weeks to several months to complete

depending on the degree of complexity at site and the number of work streams

taken into focus. In the case of SRC Port Dickson, the management team has

decided to focus on three areas:

i. Margin & Energy:This will allow them to take maximum advantage of the current high oil prices

environment to maximize the Return On Equity (ROE).

ii. Operational Availability or OAReliability and asset integrity are essential in achieving maximum utilization,

and to minimize reactive maintenance

iii. Organizational Effectiveness or OEA sound organizational structure and distribution of responsibilities will lead to

better efficiency and higher productivity. A sensing survey will be sent out

earlier to map the characteristics of the organization based on the 9 Box Model.


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B.I.R.The Journey

i. Groundwork / PreparationThe main steps during Groundwork/Preparation will be:

1. Gathering of the data needed for the B.I.R.2. Forming a Local Team to participate in the B.I.R.3. Completing a B.I.R. Kick-off Visit, which will include the

Business Objectives workshop.

4. Preparing Logistics for the B.I.R.5.

Preparing an Interview and Group Sessions Schedule for the B.I.R.

ii. Confirmation and Set UpNo formal set up meeting was held at SRC Port Dickson. Preparations for the

B.I.R. will be finalized via email and telephone communication with the visiting

team members. The information gathered during the groundwork /

preparation phase will be reviewed by the Local and Visiting B.I.R. teams.

iii. Conduct B.I.R. Sensing SurveyThe B.I.R. sensing survey will sent out to all staff. The survey, which is based on

the 9 Box Model, will be rolled out online and the data collected will be used by

the Organizational Effectiveness (OE) team to develop their hypotheses about

the organizational effectiveness at SRC Port Dickson. The results will be re-

affirmed via interviews with a cross-section of the refinery.

iv. On-BoardingThe B.I.R. program and deliverables will be finalised and agreed during On-

boarding, along with team building between the Local and Visiting B.I.R.

Teams.


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v. DiagnosticsThe Diagnostics Phase will run for 1-2 weeks. Data gathering tools and

interviews will be used to assess the current situation at the Port Dickson

Refinery by each of the 3 B.I.R. teams:

1) Organizational Effectiveness (OE)

2) Operational Availability (OA)

3) Margin and Energy

vi.

Business Improvement PlanBusiness Improvement Plan development will run for the OA, Margin and

Energy and OE work streams. During this stage, potential benefits will be

substantiated, solutions will be developed and a tracking/governance structure

will be put in place.

vii. Prepare for ImplementationDuring this phase, the Business Improvement Plan will be converted into firm

action plans, which will then be integrated into their Business Plans.


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4.0RECOMMENDATIONS

The Shell Refining Company in PortDickson was implemented change in their

company for many times ago. In implementing the change company need to take

into consideration both internal and external factor such as environmental,

economics, social and so on to ensure the company successful implemented change

in their organization.

We are suggest some recommendation for the Shell Refining Company in

Port Dickson to improve their productivity and enable to implement the change

effectively and efficiently.

Non-environmental policies in such areas as taxation, industrial policy, credit,and agriculture play a critical role in sustainable development. Too narrow a

focus on environmental policy could lead to unintended and potentially

unsuccessful consequences. Shell company need to take a systematic way in

facing the environmental policies to ensure it will not give harmful impact on

business operation.

The Shell Refining Company should cooperate with governments individuallyand in concert because it play a critical role in helping business foster

sustainability by creating stable, market-based frameworks that encourage

and enable innovation.


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Shell company also needs to have a good relationship with the private sectoras they plays a critical role in addressing the challenge of climate change in a

world of increasing demand for energy. Profit-driven technological innovation

is crucial. Two key factors affect meeting growing world demand for energy

which is resource availability and innovation. Energy resource constraints are

unlikely until 2025 or even after; research and development in new energy

technologies are going forward rapidly. So, it is important for Shell to have a

good relationship with other private sector in organizing their future plan.

Besides, Shell have to build a relationship with publicprivate partnershipsand the vital role of technology are the building blocks in creating a

revolution in energy affairs that would benefit developed and less developed

countries alike. For example The United States whose research and

development on climate equals the rest of the world combined will play a

decisive role in fostering that revolution.

In addition, Shell need to see how Europe Company has adopted a moreintegrated approach to sustainability than its American and Asian

counterparts. Europe Company integrates sustainability goals directly into

their ideology and socioeconomic programs in a more holistic manner. By

using this approach, Shell is near to reach their vision for the long term

period.


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Given rising population and increasing affluence particularly in developingcountries, such as Malaysia, environmental burdens will become weak

without new or dramatically improved technologies. In the case of air

pollution over the next 50 years, to completely offset effects of population

growth, new or improved technologies must reduce emissions by 98 to 99

percent. Shell need to implement the high power technology system in order

to overcome this problem for the present and past beneficial.

Companies, governments, financial markets, and academia all have importantand complementary roles to play. It is imperative to train a new generation of

leaders in sustainable development. Education is a vital part of the Shell

Center for Sustainabilitys mission. Business cannot succeed in a society that

fails. So, we are suggest Shell to have an institution same as Petronas have

nowadays in order to born a new great generation with the valuable

knowledge to be a leader for future.

The concept of sustainable development provides a framework foraddressing issues on an integrated basis in economic development, social

development and environmental quality across generations so that

development maximizes the long-term benefits to society through new

engineering and managerial technologies, training related to sustainability,

and the development of public policy focused on enhanced sustainable

development. As a conclusion, Shell needs to practice this concept on

managing their business operations to ensure the company gets both social

benefit and market share increase.


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5.0SUMMARYShell Refining Company is company that produces a comprehensive range of

petroleum products, most of which are consumed within Malaysia. In 1999, the

company completed its RM1.4 billion investment in Malaysias first Long Residue

Catalytic Cracking (LRCC). The LRCC represents an extremely important commitment

to this companys future. For the change process, they choose to do Business

Improvement Review (B.I.R), which serves to identify opportunities for

improvement so that initiatives can be developed to exploit those opportunities and

ensure that precious resources are channeled where they can yield the greatest

benefit to the organization at the right time. The B.I.R. at SRC Port Dickson was held

in November 2006, culminating with the Handshake with Mark Stevens, RVP East

Manufacturing, on 18th January 2007. The 2006 B.I.R. focus was on Organizational

Effectiveness (OE), Operational Availability (OA) and Margin & Energy to develop

sustainable improvement tactics in those areas. The goal of a B.I.R. is to identify gaps

in performance in each work stream with respect to accepted benchmarks and

generate realistic and sustainable tactics to close those gaps. The B.I.R. will present

them with a comprehensive plan for the coming few years to improve and sustain

their performance, and deliver significant savings to the business. The Organizational

Effectiveness aspect also looks at soft issues that aim to improve productivity and

the sense of fulfillment for the employees in the organization. At the end, the change

process had been implemented. These were supported by the change manager

which is act as a director, navigator, caretaker, coach, interpreter and nurturer.

These changes give many benefits to the Shell because it makes their performance

improved and thus, lead to make high profit.


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6.0 CONCLUSION

Change process is important for every organization in order to ensure that

the human aspects of introducing new processes and technology are addressed.

These include creating an organizational structure aligned with new strategies and

processes; having jobs and skill sets that support the new organizational direction;

employing effective communications strategies; ensuring customers, suppliers and

other stakeholders understand and support the effort, and minimizing resistance to

change. Besides that, the organization also will get greater organizational

effectivenessby addressing their peoples concerns, it can accelerate the adoption of

new processes and technology that boosts organizational effectiveness and

efficiency. Moreover, it also will improved work quality and morale. These are

dividends we receive for placing people front and- center in the change process.

Change process also will enhanced collaboration and communication by

encouraging dialogue and circulating the information people need to know leads to a

more cooperative, and more productive, environment. Furthermore, by doing

change process, the organization will get higher retention rate for employees. A

carefully thought-out approach to change reduces stress and turmoil and encourages

people to stay loyal to our organization. The change process also will make

organization do better customer service.An effective organization with good morale

and knowledgeable employees can deliver the benefit most changes are designed to

provide - better and more cost effective service to clients.


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7.0 REFERENCES

Styhre, Alexander (2002).Non-linear Change in Organization: Organization

Change Management Informed by Complexity Theory. Retrieved August 8, 2008,

from the World Wide Web:http://www.emeraldinsight.com/Insight/

viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371

001.pdf

Abraham, Morris, Griffin, Des and Crawford, John. (1999). Organization

Change and Management Decision in Museums. Retrieved August 8, 2008, from the

World Wide Web: http://www.emeraldinsight.com/Insight/

viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160

401.pdf

Carr, Andrian (2007). The Learning Organization: New Lessons/Thinking for

the Management of Change and Management Development. Retrieved August 8,

2008, from the World Wide Web:

http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Publis

hed/EmeraldFullTextArticle/Pdf/0220230605.pdf

Pech, Richard (2002). Developing a Leadership Knowledge Architecture: A

Cognitive Approach. Retrieved August 8, 2008, from the World Wide Web:

http://www.emeraldinsight.com/

Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0

220260604.pdf

Testa, Mark R. (2002). A Model for Organization-based 360 Degree

Leadership Assessment. Retrieved August 8, 2008, from the World Wide Web:


http://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230605.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230605.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230503.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230503.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230503.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230503.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/%20Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220260604.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230605.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230605.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0260160401.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdfhttp://www.emeraldinsight.com/Insight/%20viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0010371001.pdf


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Rothberg, Glenn. (2005). Accessing Ideas to Develop Leadership and

Organization. Retrieved August 8, 2008, from the World Wide Web:


http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220240104.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220240104.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220240104.pdfhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0220240104.pdf

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