Manager's Responses to Imposed Change

Abstract

Organisations are facing change in small and large ways and the implementation of change provides ongoing challenges to management. Senior managers are often the designers and
implementers of change programs and processes, yet we know very little about how they themselves respond to change. This paper examines notions of change and changing and
senior managers' responses to change. Findings indicate that managers like other employees respond to change in a range of adaptive and maladaptive ways. These findings are compared to literature and strategies for further research and practice in this area are suggested.