Change Management
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Introduction
The purpose of the following report is to explain the basic principles behind Change Management; it will focus on the types of change a company can expect to experience and the experiences both employer and employee may undergo when embarking on a program of change, these include resistance to change, change barriers and how to overcome them.
In a 2003 Harvard Business press release, Mr M Beer stated the following:
“Change is part of organisational life and essential for progress. Those who know how to anticipate it, catalyse it, and manage it will find their careers, and their companies, more satisfying and successful” (Beer M 2003)
For Corus to survive the increasing competitiveness within the steel sector, it is imperative that they accept the need to change in line with new technologies, new competitors, new markets and demands for greater performance by implementing programs of change, each designed to improve performance.
This report will also attempt to look into and explain the many changes experienced within the steel sector over the last two decades, particularly the changes within Teesside Beam Mill (TBM)
Change within TBM
In the past 20 years TBM as part of Corus, formally British Steel has seen many changes. Some of these changes have been quite extreme,