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.
To our knowledge, this item is not available for
download. To find whether it is available, there are three
1. Check below under "Related research" whether another version of this item is available online.
2. Check on the provider's web page whether it is in fact available.
3. Perform a search for a similarly titled item that would be available.
|Date of creation:||1997|
|Date of revision:|
|Contact details of provider:|| Web page: http://www.latrobe.edu.au/economics|
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:ltr:wpaper:1997.25. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Stephen Scoglio)The email address of this maintainer does not seem to be valid anymore. Please ask Stephen Scoglio to update the entry or send us the correct email address
If references are entirely missing, you can add them using this form.