-----Original Message-----
From: Morgan A (Bus) <[log in to unmask]>
To: 'management-research' <[log in to unmask]>
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>> Change the final frontier. The grand sweeping perspective on one hand
>> invoking visions of high powered groups planning and organising the
>> future. Yet on the other hand it not true that change, as we should know
>> it, is affected and enacted by individuals for often no other reason more
>> innocuous than 'we have recently acquired a new ....fax machine, e-mail',
whatever. The impact of small changes like this on the everyday lives of
individuals may be significant.>
Change is hardly the final frontier. Look at it, change, as a continium.
Individuals are part of groups, formal and informal. Much of individual
direction comes from the groups they are members of.
>> The cost is paid by the individual, often located some way down the
organisation tree.>>
Individuals have no power (at least those most adversely affected by change)
to do anything about the situation. It is only when they form groups that a
power base emerges that can be utilised to counter effects experienced/
percieved.
>> Should we not consider where individuals sit, not in terms of the
organisation structure, but in terms of how the individual manages/
interacts with their key relationships both within and outside of the
organisation.>>
Models for this exist. Maslow's hierarchy of needs is one such that lends
itself.
Regards
Cliff F. Grimes
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