Stakeholder in a Business Essay Example for Free

Stakeholder in a Business Essay If a customer’s concern was that the product they want to buy is never in stock Tesco’s aim would then be to make sure they always had products in stock and on the shelves. Customer comments make the most impact because they are telling Tesco’s exactly what it is doing wrong and what needs to be done to improve it so Tesco is encouraged to improve their store for the sake of their customers. They have a big influence on the store because if Tesco’s did not listen to their concerns it would lose customers and sales which could go to other competitors. Customers are split into socio economic groups based on he occupation of the head of the household. It is used to see how people in different socio economic groups react to the same stimuli. The first 3 socio economic groups A, B and C1 will shop at Harrods because they have better more professional jobs which in return they will have more money so they like the finer things in life so therefore shop at Harrods. The last 3 socio economic groups C2, D and E will shop at Tescos because they have average jobs and are likely to be on minimum wage and Tesco if affordable so will therefore shop there. The groups are as followed: Socio economic group| Occupation| Tesco or Harrods| A| Higher managerial, administrative, professional example surgeon| Harrods| B| Intermediate managerial, administrative, professional example bank manager and teacher| Harrods| C1| supervisory, clerical, junior managerial example shop floor supervisor, bank clerk, sales person| Harrods| C2| skilled manual workers example electrician or carpenter| Tesco| D| Semi skilled and unskilled manual workers example assembly line worker, refuse collector, messenger| Tesco| E| Casual labourers, pensioners, unemployed example pensioners without private pensions and anyone living on basic benefits| Tesco| Customers of Tesco and Harrods could complain or give feedback in store or online and the business would do their best to fix these problems in order for the business to run at its full potential. (B) Employees Employees are an important stakeholder to Tesco because without them there would be no one to sell the products. Their job affects the growth of the business because if they do their job well and sell the products the business will bring in money. Employees depend on the business to make sure they are working in a clean and safe environment, there is job security and opportunities for promotion and discounts. Employees can also affect the business if they go on strike because then the business would have no workers to help the business run. They also want the business to do well so they can keep their job because if the business wasn’t doing well it might have to lose workers or close completely. Employees can also have an effect on the business if they let their personal life get in the way of their job. Relationships and emotions can cause an employee not to put their full effort into the job which could result in poor sales and losing customers. It is vital Tescos employees put all their effort into their jobs so the business excels. The employees at Tesco’s and Harrods could potentially quit their job if they feel they are not getting treated properly so it is a main priority that the employees are a big priority to the business. For the employees to be treated well at Tesco they want 24 hour security to make sure they are always safe, to know that anything personal is kept confidential and that they get a fair income for the work that they do. Employees at Tesco will be much different to employees at Harrods and they will both want different things. C) Suppliers Suppliers supply the products and services to a business. They can affect the running of a business if the products are not supplied on time. Not having stock on the shelves could lead customers to competitors. The suppliers want to have a long term contract with the businesses so they know they are always in business and will never lose money. The suppliers can affect the time, quantity, quality and cost of a product. Without suppliers the business could not guarantee that it will always have sufficient high quality materials. It is important that the business maintain good quality relationships with the suppliers so that raw materials and components can be ordered and delivered at short notice. The suppliers of Tescos and Harrods need to maintain their standard if they want to keep contracted with the business losing customers would affect the sales of the suppliers and also the running of the business. (D) Owners Owners and shareholders are interested in the business because they will be interest in their dividends and capital growth of their shares. Shareholders also have the power to elect the managing directors who make the decisions for the business. Owners have a big say in the aims and objectives of the business and how they should be decided. The shareholders can receive return in two ways. Firstly by a rise in the share price, so that they can sell their shares at a higher price than the purchase price known as capital gain and secondly based on the level of profits for the year, the company issues a portion of this to each shareholder for every share that they hold called a dividend. Below I have a copy of the major shareholders of Tesco. Harrods is a private limited company therefore is owned fully by quartar holdings. (E) Pressure groups Pressure groups are interested in whether the business is acting appropriately towards their area of interest. They are organisations of people who believe in the same cause. They have strongly held views and wish to influence some aspect of the society. These groups of people have more affect to the business than just one individual. Pressure groups have the right to criticise the government, hold meetings, protest and be able to have their views broadcasted and heard by the media. Pressure groups have to inform the local authorities and police to let them know they are going to protest. Pressure groups can protest in a number of different ways such as Internet, petition, letters and mass media. These can have a big effect9i on the public and if large numbers of people protest this could lead to the business changing. Pressure groups at Tesco’s will campaign for Tesco’s to stock fair trade products because they believe the workers are getting paid a fair price. (F) Trade unions Trade unions represent the interest of workers. Their main priorities are to guide, protect, help and support fellow workers. This creates a group of professionals wanting a say in their profession making individuals power stronger. They aim to achieve common goals such as protecting the integrity of its trade, achieving higher pay and increasing the number of employees. Trade unions originated in Europe and then they became popular in many countries during the industrial revolution because many workers were mistreated and underpaid. Trade unions may enforce strike or resistance to lockouts in furtherance of particular goals. Trade unions can also promote legislations favourable to the interests of their work members. Trade unions can provide benefits such as to insure members of unemployment, old age and funeral expenses. If trade unions put forward they wanted a pay rise of 5% there would be negotiation on both sides, the case would be unlikely but they could reduce the pay rise to 2. 5%. In France, Germany and other European countries, socialist’s parties and democrats played a prominent role in forming and building up trade unions. Trade unions have been said to have ineffective policies on racism and sexism, such that a union is justified in not supporting a member taking action against another member. The 4 main trade unions in the UK are: * General unions – these are for skilled and unskilled workers performing different jobs in different industries such as cleaners and transport workers * Industrial unions – these are for different workers in the same industry example the national union of miners covering workers at all levels in the hierarchy. Craft unions – these are fairly small unions for skilled workers performing the same or similar work in different industries such as musicians. * White-collar unions – these are for professional workers who perform the same or similar tasks in the same industry example teachers or scientists. (G) Local and nationals communities The community have an interest for the business because they get their products and services from them and they l ook for jobs from them. The community can have a big say on where the businesses location will be and expects the business to be environmentally friendly and as less disruptive as possible. The community have a big impact on the business because it is them that are customers to the business. If a new business was placed in a small community such as Tesco’s it could put other small businesses out of business example butchers, corner shops which could then affect the community if there shops that they shop at regularly have been put out of business due to this one store. (H) Governments Governments have an interest in the business because they collect tax from them. The government can affect the business in many ways such as businesses have to pay a variety of taxes to central and local governments including corporation tax on their profits, VAT on their sales and business rated to the local council for provision of local services. Businesses can also benefit from government incentives and initiatives, such as new infrastructure, job creation schemes and business relocation packages, offering cheap rent, rates and low interest loans. Tesco’s and Harrods have to work with certain acts of parliament such as the; 1. The employment relations bill, 1999 which states that employees who have been in employment with the same business for a period of one year have the right not to be unfairly dismissed. 2. The employment rights act 1996, which covers unfair dismissal, redundancy and maternity. 3. The sex discrimination act 1975, which states that it is illegal to discriminate against, an employee based on their gender or marital status. 4. The disability discrimination act, 1995 stating that is illegal for a business with more than 20 employees to discriminate against an employee or applicant or a job who may be disabled. Conflict between stakeholders * The local community can often suffer at the hands of a large business. Things such as pollution, noise, congestion and the building of new factories can lead the community to complain and if the business faces strong protests from residents and pressure groups it could cause the business to relocate o shut down meaning people would be unemployed. * Levels of authority can cause conflict between stakeholders. Example, a manager may not feel it has to respect and follow anything an employee says because they are lower and less important them then. There can be conflict between owners and employees if they feel they are not getting fair pay or bonuses. To keep the employees happy you need to build up trust and offering higher benefits and award programmes will assure this. * Suppliers and owners can have conflict if the products and services are not delivered correctly or on time. If a product was not delivered on time and the shelves were out of stock of that product the customers would have to go to competitors and the business would lose out on sales. Conclusion To sum it up stakeholders are very important for Tescos and Harrods to run efficiently and smoothly. Without the stakeholders the business wouldn’t have the money to run and they would not be as successful as they are today. To conclude stakeholders are one of the key factors to a business’s success or failure. The customers are Tescos and Harrods main stakeholders and these have the power to determine whether the business is a success or failure. The employees must do their job properly to retain customer happiness and ensure they will come back. Suppliers are an important stakeholder to the company and must maintain good relationships which will result in a less amount of problems and faster service. The owners are the heart of Tescos and Harrods and their decisions can affect many things in the business. They have to make sure their decisions will not result in a downfall of customers or cause problems with other stakeholders. Pressure groups must be listened to in order for the businesses to know what to improve on and what other stakeholders want from them. Trade unions are also an important stakeholder because company’s want to know what their workers want in order for them to do their best ability when doing their job. These stakeholders all must work together in order for the business to run smoothly. One problem can complicate relationships between other stakeholders which can put a stop to the business. Recommendations * I recommend that Tescos and Harrods listen to customer concerns and take them on board, acting on them to the extent that customers stop complaining, because they are the main source of income and they are vital to the business. I recommend that Tescos and Harrods treat all employees fairly and listen to what they want so they are treated with respect. If all the employees get what they want it makes sure that they are comfortable when doing their job and there will be no complaints. * I recommend that suppliers keep a good relationship with the business so they maintain a contract with them that will always keep them in business. Doing this will also return in the businesses favour because if Tesco needed something on short notice the suppliers might be able to get the product to them quicker.

The Metaphysics of Performance :: Theatre Science Papers

The Metaphysics of Performance Something extraordinary has happened to metaphysics. At the very moment when philosophy is focusing its efforts at bringing metaphysics to an ‘end,’ metaphysics finds itself flourishing in the theatre, which speaks of itself as ‘metaphysics-in-action’ and publishes treatises carrying such titles as The Act of Being: Toward a Theory of Acting. The irony of the situation appears to have been lost on postmodern philosophers. What this paper sets out to do is explore the potential consequences of the metaphysical weight that has been acquired by the theatre for the practice of philosophy. It argues that the theatrical performance is in fact an ‘enactment’ of the performance of being and that, as such, it is possible to extend our understanding of this performance from the theatrical stage to the ‘theatre of the world.’ Finally, in doing so, we can establish the context for a metaphysics that does not privilege presence. The world of the stage, of roles, masks, parts to play has been one of the most enduring ways of speaking about life and the world we live in. In fact, until four hundred years ago, the theatrum mundi metaphor was the dominant image in Western thinking. God was conceived on the analogy of a playwright who had created the script of the play that was being performed on the stage called the world. "All the world's a stage, / And all the men and women merely players ..." No sooner had Shakespeare penned these lines than the theatre metaphor was emptied of its metaphysical charge. In very short order, it found itself functioning under the aegis of a new and more powerful image of the world: "the book of the world." It was Galileo and Descartes who gave this metaphor its currency, which was to have far reaching consequences for the history of metaphysical thinking in the West. To engage the world as a stage is to find oneself articulating what is at bottom an inherently unstable view of the world. As anyone who is familiar with the theatre knows, if it takes a performance to bring a world to presence, then the intelligibility or meaning of what transpires cannot be guaranteed in advance. And, if God is conceived of in terms of being a playwright, then he faces the predicament that every playwright finds himself in. He is constrained to address the continuing instability that attaches itself to his creation by virtue of the fact that a performance intervenes between himself and what transpires onstage.

Hate Crimes in America Essay

How serious should the threat of a hate crime be taken? According to Ellis Cose, the African American author of Ignore the Noose Makers, to pay too much attention to the idiocy of those who hang nooses simply to intimidate their black target, â€Å"is to grant them an importance they do not deserve.† Nooses have a horrific history associated with them. They are known to be used in lynching (punishing people for crimes by private citizens without trial, whether they are guilty or not), of which three quarters of the cases in American history were against blacks. George Curry, another African American author of Calling Nooses What They Are – Terrorism, feels strongly that these threats are not to be taken lightly, and with that attitude people will not be able to â€Å"bridge the racial divide.† The American people are protected from hate crimes and verbal threats, and the hanging of a noose is a threat in itself of which their victims deserve protection from. The fact that Congress recognizes crimes motivated by bias as more serious than the crime committed alone is not in question. â€Å"Congress has passed the Hate Crimes Sentencing Enhancement Act, which increases penalties for some federal crimes when they are motivated by bias.† The debate is whether or not these laws should be applied to the widespread appearance of nooses since 2007, when the treatment of the â€Å"Jena 6† received nationwide press coverage. Nooses were hung in a tree at Jena High School in Jena, Louisiana, which caused racial tensions to escalate over the months following August 2006, after the principle was overruled when he recommended expelling the students found responsible for the outrage. A black student was attacked in November by a mob of white students, of which one member of the group was charged with battery and released on probation. In turn, a white student was attacked after taunting the victim of the previous beating. But the black students did not get off so easy. They were charged with attempted second-degree murder. American courts need to use this as a prime example of how a so-called â€Å"cry for attention† can escalate into serious, harmful chaos. Webster’s Dictionary defines lynching as â€Å"the practice of punishing men for crimes by private unauthorized persons, without a legal trial . . . to inflict punishment without forms of law, as by a mob.† There were many different forms of lynching, all of which are traumatic and unjust; one may be whipped, shot, mutilated, dragged behind cars, or burned alive. The most popular choice, though, were public hangings. This is where the noose comes in as a powerful symbol of the horrible way in which African Americans suffered at the hands of their racist white captors, most notably the Ku Klux Klan. It is unfair to claim that the hanging of a noose is anything short of a potential hate crime. According to law, it is not illegal for people to hang nooses on their own private property, or to display any other negative distaste for a minority group based on their religion, sex, political status, race, or other affiliation. The police cannot force a person to remove any of their personal expressions of opinion and to attempt to do so would be an obstruction of their constitutionally protected right to freedom of speech. If someone goes outside their private property and hangs a noose in a public area, or the private property of another citizen without their permission, the law has every right to remove it and the individuals may be sued by the person whom is being â€Å"attacked†. There are some who believe a â€Å"hate crime† should not hold a more severe sentence than the crime in itself; that a person should not be singled out for beating up a black man because they are black anymore than they should receive punishment for assault and battery alone. But hanging a noose on someone’s doorknob should be taken into account as a serious threat that deserves attention and investigation. Who is to say which of these intimidations are for a sick, twisted laugh and which are real threats which will be followed soon after with action? There are two solid points in the debate between Ignore the Noose Makers and Calling Nooses What They Are – Terrorism. The intelligent people in America realize that on the other side of the spectrum there are the ignorant, biased individuals who hang nooses for a laugh. To ignore these people is to deprive them of a learning experience capable of making them understand the impact of their actions on others. There can be no true racial equality until all hate crimes are taken seriously and people are educated on the history behind the props they use in them. It is difficult to make the call as to whether or not the threat possibly associated with hanging a noose will manifest itself into reality. Still, everyone would rather feel safe than sorry. Works Cited Patterns for College Writing: A Rhetorical Reader and Guide. Ed. Laurie G. Kirszner and Stephen R. Mandell. New York: Bedford/St. Martin’s, 2010.

The On The Other Hand, Apoptosis The Mitochondrial Dna...

NRTIs on the other hand, inhibits the mitochondrial DNA polymerase-ÃŽ ³ in fat cells, this interferes with the respiratory chain reactions, thus reducing the cells ability to produce energy. As a result, the cell’s ability to oxidise fatty acids declines, causing a build-up of lactic acid and triglycerides within the cell (Sattler, 2008). Currently there are no clinically proven therapies for lipodystrophy and so AIDS patients usually need to change HIV drugs until a suitable combination is found. Lifestyle factors can also be controlled in order to reduce the effects of lipodystrophy, for example, exercising and having a healthy diet. These changes may help reduce fat build up and build muscle. Due to weakened immune systems, people with†¦show more content†¦Lesions in the gastrointestinal tract may cause pain, vomiting, diarrhoea, bleeding or malabsorption. There are different type of KS, each defined by the different populations it develops in. AIDS-related KS als o known as Epidemic KS, is one of the most common type of KS in the United States and as the name suggests, it’s the type of KS that develops in people who are infected with HIV/AIDS-KS is the most aggressive form of the disease and is found in HIV infected individuals, particularly frequent in homosexual. KS is considered an â€Å"AIDS defining† illness, meaning that if the person shows signs of KS and is infected with HIV, the person definitely has AIDS. KS is prevalent in AIDS patients as it takes advantage of the weakened immune system of the patient in order to survive in the host body. Studies conducted to understand the epidemiology and pathogenesis of KS show that globally, there is an uneven distribution of Kaposi’s sarcoma-associated herpesvirus (KHSV). Results show that areas, such as sub-Saharan Africa, have a higher prevalence of the endemic type KS. This type of KS tends to occur in younger people and usually affects the lymph nodes and other organs. However, Western Europe and United States have shown a low prevalence of endemic KS in the general population. Primary KSHV infection can occur during childhood and can also be transmitted via both sexual and non-sexual routes as an adult. Body fluids, including blood, saliva, semen and vaginal

Hillary Clinton Scandals and Controversies - List

Abnormal Psychology Pop Culture - 1809 Words

Abnormal Psychology: Pop Culture In asking the question of what abnormal psychology is really supposed to be, it makes sense that we must first quickly think about the very definition of our word abnormal ¨. By all rights, is a remarkably puzzling word that is very dependent on what is called normality ¨. Both terms may justifiably change fundamentally from one era to another and one culture to a different one. How then do we choose upon what is abnormal and what is normal? Of course, this is much more of a philosophical issue than a psychological one. For logical reasons of practicability, it is essential to generate an approximately uniform definition of abnormal psychology that we can more or less decide upon as a cluster of caregivers. This general definition would obviously be typical in its nature, but the shared definition of the subject of abnormal psychology habitually looks something like this: Abnormal psychology is the research of behavior designs that deviate widely from usually acknowledg ed norms, particularly those of a compulsive nature (Medved, M. L.,2008). Nevertheless, when it comes to popular culture and reality television, how do these shows depicted abnormal behavior. In this essay I will discuss how a reality TV show called Jersey Show depicts abnormal psychology. Reality shows are an abnormal, flawed vision of human nature in action, chiefly the MTV real world experimentations in which a group of strangers, combined only by their age andShow MoreRelatedEssay about Cross Cultural Change1183 Words   |  5 Pagesshould conduct herself or himself on the street so as to escape all observation (Kasson 123). 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Organisational Change Management Organisational Efficiency

Question: Discuss about theOrganisational Change Managementfor Organisational Efficiency. Answer: Introduction A manger can be understood as a person who is responsible for organisational task and operations. There is usually certain staff of individuals who used to report the manager for their respective activities. The management can be explained as the effective coordination and the organisation of the business activities and operations for the accomplishment of the set goals and objectives. There is vital importance of managers and effective management in achieving organisational efficiency and long-term sustainability (Mintzberg, 2004). Another vital aspect in the organisations is leadership as with the help of improved and competent leadership, the organisation can achieve high employee involvement and organisational development as the leaders influences the organisational employees to work efficiently (Yukl, 2002). There is a difference between management and leadership as the management focuses upon all the business activities and departments of the organisation whereas in leaderships the primary focus is upon the people. To achieve rapid organisational development, the managers take use of various strategies and techniques for having successful organisational change (Zaugg and Thom, 2002). When any organisational change takes place, there is increased involvement of the employees. And it is essential to have their engagement so that there cab effective implementation of organisational change and hence there can be attained improved organisational development. Use of Different Organisational Development Techniques to Lead Organisational Change When any kind of organisational change takes place, there is essential need to manage it effectively. The organisation plans for numerous strategies and approaches for managing these changes so that it may offer positive implications only. There are various strategies for managing change such as every change should initiate by setting a goal statement which is required to be attained from implementing the change in the organisation. It is also essential that, the change should be first implement at the top level sp that the subordinates as well as the grass root level employees also easily get fascinated to adapt the change (Hayes, 2014). Secondly strategy is that there must be taken feedback from the employees regarding the implementations of the change so that they can share their views and issues with the management. This feedback is required to take before the initiation of the cahnbge program. It is also a part of the strategy to explain the need, benefits and impacts of the org anisational change over the employees, so that they can remain prepare for working in a changed organisation (Anderson and Anderson, 2010). (Jurevicius, 2013) According to the McKinsey 7s model of organisational design, there are seven different aspects in this tool for analysing the organisational design of the company. The model explains the hard and the soft elements which includes 3 hard elements i.e. systems, structure and strategy and the 4 soft elements comprises of shared values, style, staff and skills. The mangers can take use of these hard and soft elements in managing the organisational changes. The hard elements can be used in a more direct manner as in the strategy; there is development of a plan for the effective implementation of the change and to attain higher competitive benefits (Hanafizadeh and Ravasan, 2011). The reason behind the models or frameworks of organisational design is for improving the organisational performance, for examining and analysing the impacts of future changes within an organisation, for having alignment of the processes and the departments at the time of acquisition or mergers and determining the best way of implementing a proposed and planned strategy. The hard elements are more concerned with the organisation and its relative success whereas the soft elements have their primary focus upon the individuals and their development and satisfaction (Bhatti, 2011). There is also vital importance of employee buy-in the organisational change process. The employee buy-in can be understand as an approach of program by which there is increased involvement and engagement of the employees in the organisation and the organisational operations. The concept of employee buy-in is very much essential in present scenario and current business operations (Kotter, 2012). When an employee buys into the organisational mission and objective, then they act as the driving forces for the accomplishment of the mission. Whereas if the employees does not buy in, then it is assumed that they are working opposite to the organisational mission which restricts the organisation in rapid attainment of the organisational goals. The employee participation and employee buy-in are recognized as the two main keys of effective change management. Therefore, it can be analysed that the employee buy-in is of high significance in an organisation for the effective implementation of the changes in an organisation (Bateh, Castaneda and Farah, 2013). There are various other OD models and frameworks which are utilized by the managers at the time of organisation changes such as Kotler 8-Step change model, as per this model, there are eight different steps under which an organisation has to work upon for having successful implementation of change. The eights phases comprises of creating a sense of urgency, building a guiding coalition, forming a strategic vision, enlisting a volunteer army, enabling actions by eradicating barriers, generating short term wins, sustaining acceleration and instituting change (Sacheva, 2009). The second OD framework highly used by the organisation is the Lewins Change management model. In this model, there are three stages i.e. Unfreeze, transition and freeze. With the help of these model, the organisations motivate employees to adapt the changes in the unfreeze stage, initiate the change in the transition stage and the change is successfully implemented in the freeze stage (Levasseur, 2001). It has bee n analysed that in almost all the models, the theorists lay down more attention to the soft elements. This is due to the fact that it is more important to manage the organisational individuals first by the means of shared values, skill development, etc so that they can adapt the organisational change and become its part rather than just focusing upon the organisational strategies, structure or systems. In any organisational change, the most vital role is of a leader as the leader is an individual which has the power to influence other individuals and develop employee engagement and effective implementation of the change by considering the needs of the employees and integrating their individual needs with organisational goals and objectives (Iles and Sutherland, 2001). Conclusion Organisational change is an inevitable part of an organisation. Every organisation is required to implement an organisational change whether at the early stage or in the long-run. From the essay it can be concluded that the organisational managers and leaders take use of various change management strategies and OD techniques for achieving g effective and successful implementation of the change management programs. There has been taken use of soft as well as hard elements for analysing the change and its impact on the organisation. Therefore, it can be analysed and conclude that, organisational change is a significant aspect which needs appropriate planning, strategies and frameworks for its implementation. References Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change.International Journal of Management Information Systems (Online),17(2), p.113. Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8Ss.Annals of Management Research,1(2), pp.52-59. Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment.International Journal of Enterprise Information Systems (IJEIS),7(4), pp.23-63. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Iles, V. and Sutherland, K., 2001. Organisational change.A review for health care managers, professionals and researchers. Jurevicius, O., 2013. McKinsey 7s Model. Accessed on: 2nd May, 2017. Accessed from: https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html Kotter, J., 2012. How the most innovative companies capitalize on today's rapid-fire strategic challenges-and still make their numbers.Harvard business review,90(11), pp.43-58. Levasseur, R.E., 2001. People skills: Change management toolsLewin's change model.Interfaces,31(4), pp.71-73. Mintzberg, H., 2004.Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers. Sacheva, S., 2009. Change Management for e-Governance.I-Ways Journal of E-Government Policy and Regulation,32(2), pp.109-117. Yukl, G.A., 2002. Leadership in organizations. Zaugg, R. and Thom, N., 2002. Excellence through implicit competencies: Human resource managementorganisational developmentknowledge creation.Journal of Change Management,3(3), pp.199-211. Bibliography Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change.International Journal of Management Information Systems (Online),17(2), p.113. Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8Ss.Annals of Management Research,1(2), pp.52-59. Bovey, W.H. and Hede, A., 2001. Resistance to organisational change: the role of defence mechanisms.Journal of managerial psychology,16(7), pp.534-548. Elving, W.J., 2005. 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