Purpose – The paper examines the process by which the strategic direction of an organization is set. The paper asks if strategic direction is defined and set at the top of the organization and then trickled down or is it set by members making their own decisions based on well‐known rules and...

Explores the notion of resistance to change as a positive force within organizations. Suggests that such resistance can be seen as a “natural” survival mechanism within organizations, which tests, adapts and sometimes stops decisions made by fallible and often ill‐informed senior managers....

In 1981 the management of a manufacturing plant in Sydney decided to introduce TQM through the implementation of the principles and philosophies laid down by W. Edwards Deming. Determines the effects that this approach has had on the working procedures and the attitudes of employees. Personal...

It is suggested that change can be more successfully introduced from the bottom up than from the top down. Careful attention to the eeds of subordinates is not enough; the employee must play a major part in decision taking. Detailed knowledge normally resides with those closest to the work,...

Describes the approach and the innovations introduced into management development in one of the leading global law firms. Outlines the introduction of a “top‐down” approach and its growth that, over time, created a culture where development was seen as a necessary, positive and welcome...

Wonders whether it is better to drive change from the top, pushing it down into the organization, or should managers be cultivating the emergence of change from the bottom up?; Pinpoints the 8 typical problems with top‐down changes as: change is disorderly; vision or delusion?; different views...