Managing Change in a Newly Private Power Company, a Case Study: The Powercor Australia Leadership Program
The paper offers an interim report on the early stages of development and implementation of a leadership program whose genesis was in direct response to the challenges of privatisation. Early evaluation suggests that training and education in this context, while comprising only part of the organisational change necessary, can assist when a frequent gap between the 'mind sets' - the cultures - of industry and higher education is seriously addressed.
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