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Changing and Improving Behavior in Management and Team Meetings: A Case History From the Portuguese Banking Sector

Changing and Improving Behavior in Management and Team Meetings: A Case History From the Portuguese Banking Sector
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Author(s): João Farinha (Laureate International Universities, Portugal) and Eduardo Tomé (Laureate International Universities, Portugal)
Copyright: 2019
Pages: 9
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch048

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Abstract

This case history critically reflects upon the implementation of an OCD initiative designed to improve the efficiency and productivity of management meetings and team meetings within one part of a large multinational financial bank situated in Portugal. It describes why the initial change strategy failed, and how a subsequent evidence-based approach to change agency practice helped bring about more effectively the desired improvements in the behavior and performance of managers and staff when attending meetings.

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