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dc.contributor.authorBurnes, Bernard-
dc.description.abstractIn an age where effective leaders are at a premium and where continuous change appears to be the order of the day, this article argues that organisations need to align organisational change and management development strategically and operationally in order to maintain and increase their competitiveness. Illustrated by the experience of two organisations that sought to implement major organisational changes, the article highlights the benefits of seeing managerial development and organisational change as parallel and linked activities and the pitfalls of not doing so.en_UK
dc.relationBurnes B (2003) Managing change and changing managers from ABC to XYZ, Journal of Management Development, 22 (7), pp. 627-642.-
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.-
dc.subjectChange managementen_UK
dc.subjectOrganizational changeen_UK
dc.subjectManagement developmenten_UK
dc.titleManaging change and changing managers from ABC to XYZen_UK
dc.typeJournal Articleen_UK
dc.rights.embargoreasonThe publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.-
dc.citation.jtitleJournal of Management Development-
dc.type.statusPublisher version (final published refereed version)-
dc.contributor.affiliationManagement Work and Organisation-
Appears in Collections:Management, Work and Organisation Journal Articles

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