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Managing Change Within the UK Chemical Manufacturing Sector
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Author(s): Rick Holden (Liverpool Business School, UK) and Bob Morton (ODHRM Consultants Ltd, UK)
Copyright: 2019
Pages: 11
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.ch022
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Abstract
Set within a UK chemical manufacturing plant, this reflective case history account upon culture change, identified as fundamental if a range of structural, technical, and process changes were to be achieved successfully. Conversations about change were extensive, increasingly inclusive, providing a basis for critical connections to be made regarding workforce involvement, values, learning, and knowledge flow. This case history reveals how the organization's leadership enabled the emergence of a more collaborative approach to the management of change.
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