This is the extended and updated version of the original article from 2000. Dagmar Recklies This overview is compiled from Michael Armstrong’s book Armstrong’s Handbook of Human Resource Management Practice. Additional information has been added. It intends to give a brief overview on the most important concepts and theories of motivation. According to Arnold, there […]
What Makes a Good Change Agent?
In the light of the many problems and risks associated with change projects, the change agent has a very important function. The change agent’s or change leader’s capabilities have a major impact on success or failure of the project, and on the extent of potential unwanted side-effects. The following article describes required capabilities of good […]
When to develop strategic measures
Strategic measures serve to realize strategic objectives on corporate level or business unit level. They may comprise actions, projects, programs, and initiatives. As such, they have a medium to long-term impact on the business. Often they go hand in hand with significant investments and thus, bear significant risks. Hence, strategic measures should be based on […]
The 7 S Model – Summary and Application
The 7 S Model is better known as McKinsey 7 S. This is because the two persons who developed this model, Tom Peters and Robert Waterman, have been consultants at McKinsey & Co at that time. Thy published their 7 S Model in their article “Structure Is Not Organization” (1980) and in their books “The […]
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