Wiesner, Retha and Poole, Nicci (2009) Managing change: mental models of SME managers. In: SEAANZ 2009: Start Small - Think Big, 31 Aug - 2 Sep 2009, Wellington, New Zealand.
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This study fills some of the gaps in existing studies on organisational change in SMEs by considering the management of change in SMEs in Queensland, Australia, built around the concept of employee participation. First, the paper examines what mental models SME managers espouse in relation to the management of organisational change; and whether small and medium organisations differ in relation to how they manage change. Data was obtained from a state-wide survey of 340 Queensland SME managers, conducted in 2008. The findings confirm the paucity of consultation in Australian workplaces. Within the context of change management, SMEs could benefit from combining their positive views on widespread involvement (including inspiring a shared vision and personally communicating the future vision; communicating the change message repeatedly up and down and across the organisation; and enabling others to act: by energising, empowering, building teams, tangible support with appropriate resources and structures) with a greater degree of ‘actual’ participation from employees in decision making.
|Item Type:||Conference or Workshop Item (Commonwealth Reporting Category E) (Paper)|
|Additional Information:||This is the authors' paper manuscript. No indication of copyright restrictions.|
|Uncontrolled Keywords:||managing change; mental models; SMEs; Australia|
|Subjects:||350000 Commerce, Management, Tourism and Services > 350200 Business and Management > 350209 Small Business Management|
|Depositing User:||Assoc Prof Retha Wiesner|
|Date Deposited:||01 Mar 2010 12:06|
|Last Modified:||19 Jul 2011 00:59|
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