Consulting Activities in Organisational Change

Margerison C.J. (1988) Consulting Activities in Organisational Change. Journal of Organizational Change Management, 1 1: 60-67. doi:10.1108/eb025594

Author Margerison C.J.
Title Consulting Activities in Organisational Change
Journal name Journal of Organizational Change Management   Check publisher's open access policy
ISSN 0953-4814
Publication date 1988
Sub-type Critical review of research, literature review, critical commentary
DOI 10.1108/eb025594
Volume 1
Issue 1
Start page 60
End page 67
Total pages 8
Subject 1405 Management of Technology and Innovation
1408 Strategy and Management
1800 Decision Sciences
1407 Organizational Behavior and Human Resource Management
Abstract The Airline Case A senior manager in the airline industry, accountable for the performance standards of highly qualified technical staff, met me at a dinner party. He said he had just come back from overseas where he had been looking at new ways of developing the 600 technical staff who had responsibilities for managing high technology assets and people. He was particularly concerned to improve their teamwork. I asked him how he felt about the programmes he had seen. “They are very good”, he said. At this point there was no clue or cue that a consulting problem or opportunity was present. I asked him “Are you considering using any of the programmes?” At this point he gave a distinct clue that he was open to discussion on the matter. He said “I would like to but I don't think the particular methods they use would be appropriate to our kind of people”. I enquired what he meant by that. He indicated that his people would not accept pre-packaged solutions. We began to discuss the possibility of developing an alternative approach. We had begun the consulting process. We had identified both a problem and an opportunity. I suggested that it might be helpful if I wrote down some ideas for discussion at a later date. He agreed. This case can be used to look at the steps that we went through as they are involved in most consultancy advisory processes.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Unknown

Document type: Journal Article
Sub-type: Critical review of research, literature review, critical commentary
Collection: Scopus Import
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Citation counts: Scopus Citation Count Cited 3 times in Scopus Article | Citations
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Created: Tue, 28 Jun 2016, 06:38:00 EST by System User