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How not to do Change Management: The birth of a Murdoch University School

van Rhyn, D. and Holloway, D.A. (2004) How not to do Change Management: The birth of a Murdoch University School. Australian Universities' Review, 47 (1). pp. 5-9.

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    Abstract

    Universities in Australia, as pan of the public sector and reliant on public funding, are increasingly the subject of pressure for greater accountability and organisational change. The role of senior managers in the sector is often to be change agents and to manage the change process effectively. However the implementation of any change envisaged is often problematic for various reasons including issues of power, resistance, emotional reaction and plain fear (Hay and Hartel, 2000; Smith, 1998; Kimberley. 1998). Senior managers and associated change agents need to be aware of this and need to act sensitively and empathically if the planned change process is to succeed.

    Publication Type: Journal Article
    Murdoch Affiliation: School of Arts
    Publisher: National Tertiary Education Union
    Copyright: © National Tertiary Education Union (NTEU) 2005
    Publishers Website: http://www.aur.org.au/
    URI: http://researchrepository.murdoch.edu.au/id/eprint/6770
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