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Fiona Buick Deborah Blackman Samantha Johnson 《Australian Journal of Public Administration》2018,77(2):222-235
Change efforts frequently fail to achieve their desired outcome with failure often attributed to employee resistance to change. Literature on resistance indicates it can emerge from ineffective change management. This article argues that change management could be improved through middle managers actively undertaking a change intermediary role, thereby enabling employees to make sense of, and reframe, the change. Qualitative data is used to explore the extent to which middle managers had the capacity and support necessary to effectively implement change. The article concludes by proposing that managers who are actively engaged change agents, who frame and make sense of the change with employees, can reduce resistance. However, for this to be realised, organisations need to actively support the systematic development of middle management change management capabilities. 相似文献
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William T. Gormley Jr. Deborah Phillips Sara Anderson 《Journal of policy analysis and management》2018,37(1):63-87
As states have upgraded their commitment to pre‐K education over the past two decades, questions have arisen. Critics argue that program effects are likely to fade out or disappear over time, while supporters contend that program effects are likely to persist under certain conditions. Using data from Tulsa Public Schools, three neighboring school districts, and the state of Oklahoma, and propensity score weighting, we estimate the effects of Tulsa's universal, school‐based pre‐K program on multiple measures of academic progress for middle school students. We find enduring effects on math achievement test scores, enrollment in honors courses, and grade retention for students as a whole, and similar effects for certain subgroups. We conclude that some positive effects of a high‐quality pre‐K program are discernible as late as middle school. 相似文献
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In this article we present a unique study of how a nation, Bhutan, is using a specific change management approach—organisational development—as the lever for system‐level change in pursuit of a complex, multi‐level suite of goals to, ultimately, enhance Gross National Happiness (GNH). We argue that this represents one of the first attempts at using OD for wide‐scale change, something hinted at decades ago, and flagged by recent work coming out of the United Nations Development Program and civil society organisations (CSOs). Conceptually, we point to a high level of fit between the Bhutanese development philosophy and OD, and argue there is great potential for using OD in the context. However, we raise a series of issues around the practical feasibility of this approach highlighting important points of tension which pose major challenges for the Bhutanese experiment. Copyright © 2009 John Wiley & Sons, Ltd. 相似文献
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Liverpool Law Review - 相似文献
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