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Diversity Management and Organisational Change

In: Synergy Matters

Author

Listed:
  • Guangming Cao

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

  • Steve Clarke

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

  • Brian Lehaney

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

Abstract

Conclusions This paper began by examining current approaches to managing organisational change. Typological and complementarist perspectives in contemporary systems thinking were then reviewed, and a classification of four ideal types of organisational change and four MOC approaches developed.From this, a systemic MOC framework is proposed, which, it is suggested, will help further research and practice in this area. Finally it is suggested that this framework needs further clarification and enrichment. For instance, relevant methods need to be examined critically in relation to the four types of organisational change, and the framework needs to be tested in practice, especially as how to operationalise it, so different parts of MOC approaches could be flexibly used in one intervention. These issues are currently being pursued as part of this ongoing research.

Suggested Citation

  • Guangming Cao & Steve Clarke & Brian Lehaney, 2002. "Diversity Management and Organisational Change," Springer Books, in: Adrian M. Castell & Amanda J. Gregory & Giles A. Hindle & Mathew E. James & Gillian Ragsdell (ed.), Synergy Matters, chapter 11, pages 61-65, Springer.
    • Handle: RePEc:spr:sprchp:978-0-306-47467-5_11
    DOI: 10.1007/0-306-47467-0_11
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