Appendix B: Assignment Submission Title Sheet:

A copy of this sheet MUST be completed and inserted at the front of your as-
signment

Understanding People in Organisations 4HR503 Student Number:

Please note: You must submit your work using your student number to identify
yourself, not your name. You must not use your name in the text of the work at
any point. When you submit your work in Turnitin you must submit your student
number within the assignment document and in the Submission title eld in Tur-
nitin.

1. I con rm that this assignment includes my answers to all 5 short ques-

tions

2. I request that the following questions are assessed for grading on this as-
signment:

To be graded?*

Question:

1. What aspects of rational organisation design are demonstrated

at Superbrand? What are the potential advantages and
Yes
disadvantages of this approach and what techniques could be used
to minimise any problems
fi
fi
 2. With reference to Hackman and Oldham’s Job Characteristics
Model, compare the characteristics of the jobs carried out by the
grocery team and the nightshift workers. Discuss the possible
Yes
impact of this on the job satisfaction of workers in the two
departments. How could the nightshift manager redesign the work
to improve attitudes to work in his team?
3. Compare the approach to leadership in the grocery and check-
Yes out department. How is this impacting on teamwork in the two
department?

4. What could be causing con ict between the part time and full
No time employees on the Nightshift? How could the Nightshift
manager try to resolve this?
5. Why didn’t the change in technology help the store to reduce
its wastage rate? What can the organisation learn about
Yes
introducing effective change from the grocery managers approach
to the problem?

A rational organization delineates each employee's responsibilities

through a formal structure. Though

1. What aspects of rational organisation design are demonstrated at

Superbrand? What are the potential advantages and disadvantages
of this approach and what techniques could be used to minimise
any problems
its name may lead one to believe that it just addresses organizational
structure or design, "rational organization theory" refers to a framework
fl
for decision-making (Chron Contributor, 2002). Frederick Taylor's con-
tributions established the groundwork for scientific management, which
is frequently regarded as a precursor to rational organization theory
(Frederick Taylor, 1911). According to the rational model, businesses
are structures created to accomplish objectives in a logical and pre-
dictable manner. The notion that an organization, such as a firm, is a tool
for achieving a certain purpose or set of goals is known as nominal or-
ganization theory. In "The Practice of Management", Drucker talks
about the value of goal setting and outcome measurement, as well as ra-
tional organization and management (Peter Drucker, 1954). According to
Babson College. For a small business owner, the potential appeal of ra-
tional system theory is the clarity and simplicity of viewing a business as
a rational system. There are a lot of potential advantages of ratio-
nal organization that can help to minimize many problems. The Stock-
ington branch of Superbrand's case study provides light on the compa-
ny's management style and organizational structure. With department
supervisors, assistant managers, team leaders, and assistants for check-
out and groceries, there is an obvious hierarchy. Every department has a
manager who oversees running it. Regular team briefings are held by the
checkout department to discuss daily objectives, sales data, and other
pertinent updates. The grocery department has brought in daily "Bin
Buster" sessions to cut down on out-of-date items as part of a constant
strategy to address the problem of waste. This illustrates an inventory
management procedure that is standardized. The benefits of the rational
organization model's steps add up to a straightforward, efficient, and
precise decision-making process. By emphasizing defined roles and du-
ties and established procedures, rational organizations aim to maximize
efficiency. In his 1954 book "The Practice of Management," Drucker
explains how rational organization concepts like goal setting, methodical
decision-making, and the division of labor may boost management's ef-
ficacy and efficiency (Peter Drucker 1954). Refer to Max Weber's
"Economy and Society", in which he outlines the benefits of bureaucra-
cy as a logical organizational structure. Weber lists this system's advan-
tages as being accuracy, efficiency, and well-defined regulations (Max
Weber 1922). In addition, accountability is one of the most important
advantages in rational organization. It is simpler to hold people and
groups accountable for their actions and results in rational organizations
since they usually have distinct lines of authority and responsibility. This
can improve decision-making and lessen ambiguity. Simon's work "Ad-
ministrative Behavior" addresses the advantages of rational decision-
making procedures inside businesses, such as enhanced resource alloca-
tion and problem-solving skills (Herbert A. Simon 1947).
Rational organization has several drawbacks and restrictions.
It is frequently linked to the ideas of bureaucracy and keep decision-
making. It can be efficient and predictable, but it can also have unfavor-
able effects and difficulties. Weber addresses the possible drawbacks of
bureaucracy in his works, especially in "Economy and Society", where
he points out that it can lead to red tape, rigidity, and the dehumanization
of labor (Max Weber ,1922). For example, in the case study the depart-
ment manager in checkout has regular problems with changing the shift
time of staff. The solution to this advantage is to encourage workers to
take on greater responsibility for their work. Furthermore, making au-
thority inside their positions might boost their motivation and sense of
fulfillment at work. The following are some drawbacks of logical orga-
nizations: Rigidity and Inflexibility: Since rational organizations usually
have extremely rule-based and highly structured, they may find it diffi-
cult to change with the times. According to Merton's 1940 article "Bu-
reaucratic Structure and Personality" addresses the possible drawbacks
of bureaucracy, such as alienation and the "Peter Principle," which states
that people may be promoted to the extent of their incompetence (Mer-
ton, Robert K 1940). This rigidity might impede creativity and adapt-
ability in situations that are changing quickly. For example, in the case
study the grocery department the stock manager went on a training
course to learn how to use the new technology. Furthermore, Lack of
creativity is one the biggest disadvantages. Its emphasis on uniformity
and efficiency can impede original thought and innovation. Workers may
feel restricted by inflexible policies and deprived of the opportunity to
try new things and generate fresh concepts.
To sum up, a rational organization is one that emphasizes rational-
ity, predictability, and efficiency through a methodical and structured
approach to management. However, there are a lot of disadvantages for
example low employee motivation can result from bureaucracy and in-
flexible structures. The solution for it is to encourage a culture of worker
empowerment by partially delegating decision-making authority. Em-
ployees should be given more freedom to own their work and participate
in decision-making. This can improve creativity, motivation, and job
happiness. Another disadvantage is the emphasis on efficiency and con-
formity which led to a lack of creativity and invention. The solution for
it is to Provide specific areas or periods for staff members to reflect and
investigate concepts. Acknowledge and honor creative endeavors, en-
couraging an environment that values creativity and attempting new
ideas. This can support a more dynamic atmosphere and assist get be-
yond the restrictions of strict policies.

Fayol, H. (1916). "General and Industrial Management." Oxford Acad-

emic. https://academic.oup.com/sf/article-abstract/18/4/560/1990520

Peter Drucker's "The Practice of Management" (1954): https://www.tay-

lorfrancis.com/books/mono/10.4324/9780080942360/practice-manage-
ment-peter-drucker

Simon, H. A. (1947). "Administrative Behavior." APA P. https://psyc-

net.apa.org/record/1948-00884-000
Taylor, F. W. (1911). "The Principles of Scientific Management." https://
academic.oup.com/sf/article-abstract/18/4/560/1990520

Weber, M. (1922). "Economy and Society." JSTOR. https://www.js-

tor.org/stable/258475

2. With reference to Hackman and Oldham’s Job Characteristics Model,

compare the characteristics of the jobs carried out by the grocery team and the
nightshift workers. Discuss the possible impact of this on the job satisfaction
of workers in the two departments. How could the nightshift manager redesign
the work to improve attitudes to work in his team?

According to Hackman and Oldham, the Job Characteristics Model

(JCM) was developed in the late 1970s as a framework for understand-
ing and designing jobs to enhance worker happiness and motivation
(Hackman & Oldham, late 1970s). The approach is predicated on the no-
tion that job attributes may cause workers to experience psychological
states, which may then impact their mot
ivation and output. The JCM is made up of five essential job require-
ments. Skill variety, task identity, task significance autonomy and feed-
back. We can create and design jobs that people will desire to do well by
using the Job Characteristics Model as a foundation. Numerous tests
have demonstrated that the model outlines important tactics for increas-
ing job satisfaction and motivation (Richard Hackman and Greg R Old-
ham 1976).
The Grocery Department represents several crucial factors of the
Job Characteristics Model. Employees in this department experience
skill variety, as they are rotated through different product categories
which allows them to develop diverse skills (Schaufeli, Bakker, and
Salanova, 2006). Whilst in the Night shift department the team includes
both full-time and part-time members, it struggles with high staff
turnover and recruitment issues for part-time positions, potentially limit-
ing skill variety (Field and Gormley, 2017). Moreover, the task identity
may not be as shown due to this rotation, but it encourages adaptability
(Field and Gormley, 2017). Employees in the Grocery department are
satisfied in their role, as shown by the department's recognition for qual-
ity customer service, highlighting the task significance (Schaufeli,
Bakker, and Salanova, 2006). There is a certain amount of independence
granted to the department manager in scheduling shifts and tackling
waste problems through "buzz groups," providing employees with a
sense of ownership and responsibility. On the other hand, the laid-back
management style adopted by the Night Shift Manager may result in re-
duced independence and productivity, with the absence of a structured
feedback mechanism (Field and Gormley, 2017). Additionally, the "Bin
Buster" sessions, where the team collaboratively addresses stock
wastage, establish a feedback mechanism that conveys the impact of
their efforts (Schaufeli, Bakker, and Salanova, 2006). These differences
between the Grocery Department and the Night Shift highlight the need
for a more systematic approach to job design and feedback in both areas
to enhance employee motivation and performance.
 There are several factors that support Herzberg's Two-Factor Theo-
ry that contribute to the high level of job satisfaction in the grocery de-
partment. First off, the department manager's direct participation in tack-
ling problems like waste through "buzz groups" shows a dedication to
employee involvement and problem-solving (Kuvaas, 2008). This is
consistent with Herzberg's motivational factors, which highlight aspects
of the job and elements that contribute to job happiness. Moreover, when
a person receives an employer's award for delivering outstanding cus-
tomer service, it validates their efforts and serves as a kind of acknowl-
edgment, which in turn reinforces the motivating elements (Field and
Gormley, 2017). A sense of success and professional growth can also be
fostered by focusing on employees' career goals and implementing
unique, demanding goals, which will increase job satisfaction in line
with Herzbergs Theory. The induction process's planned training and en-
couraging comments also suggest that workers feel valued, which is cru-
cial to job satisfaction that is a part of the companies' rules and policies
(Field and Gormley, 2017).

On the other hand, the Challenges, and potential Sources of

lower job satisfaction in the night shift team can be understood through
the perspective of Herzberg's Two-Factor Theory. High employee
turnover and challenges in finding replacements suggest possible dissat-
isfaction or disengagement among staff members, which can affect the
atmosphere at work (Kuvaas, 2008). Employees that feel undervalued
from the team's goals may be a consequence of the laidback Night Shift
Manager's lack of a structured feedback system or frequent performance
monitoring aligning with the absence of motivator factors like recogni-
tion and personal growth (Field and Gormley, 2017). Job satisfaction can
be further undermined by the division of labor between full-time and
part-time employees, which can result in a lack of collaboration and pos-
sibly animosity. The crew may become frustrated and demotivated be-
cause of their ongoing problems with wasted materials and delayed
deadlines.
 To enhance motivation and job satisfaction in the night shift team,
it is crucial to consider Herzberg's Two-Factor Theory. It is crucial to
address hygienic factors. Some examples of how to do this include mak-
ing sure that deliveries are finished before the business opens and main-
taining a clean and organized work environment. To increase employee
satisfaction, the problems of stock and trash packaging left in customer
aisles and frozen food spoiling from delayed storage need to be resolved.
To maintain unity within the team, it's also critical to encourage fair
treatment and collaboration between full-time and part-time employees.
When it comes to motivators, the night shift manager should set clear
goals and give frequent feedback because workers need to know what
their tasks include and how they're doing. Furthermore, the team can be
motivated by investing in skill development, rewarding dedicated em-
ployees, including them in decision-making processes, and giving them
challenging yet achievable tasks. This will ultimately lower staff
turnover, increase efficiency, and ensure that their contributions corre-
spond with company objectives. The goal of this comprehensive ap-
proach is to make the night shift work environment more interesting and
satisfying.
Richard Hackman and Greg R Oldham, "Motivation Through the
Design of Work: Test of a Theory", pp250-279, (1976), http://
www.sciencedirect.com/science/journal/00305073

Richard Hackman, Greg R. Oldham (1981) https://www.jstor.org/stable/

257655

Hackman, J. R., & Oldham, G. R. (1976). "Motivation through the de-

sign of work: Test of a theory." Organizational Behavior and Human
Performance, 16(2), 250-279. https://www.mindtools.com

Herzberg, F. (1968). "One more time: How do you motivate

employees?" Harvard Business Review, 46(1), 53-62. https://hbr.org/
3. Compare the approach to leadership in the grocery and checkout
department. How is this impacting on teamwork in the two de-
partment?

The dynamic relationship between leaders and followers is the fo-

cal point of the Hersey-Blanchard Model, commonly referred to as the
Situational Leadership Theory, which was created by Hersey and Blan-
chard (Hersey & Blanchard, (1985). The case study's insights suggest
that the Grocery department's leadership style is consistent with a trans-
formational leadership approach, whereas the Checkout department
demonstrates traits of a transactional leadership style. The grocery man-
ager exhibits flexibility by assigning employees to work on various
projects each week. In addition, the grocery manager employs persua-
sive methods of communication to convince his team to reschedule
shifts to cover vacations. A transformative leadership approach is
demonstrated by the introduction of novel techniques like "Bin Buster"
sessions and the team's participation in decision-making procedures to
minimize waste. On the other hand, during team briefings, the manager
of the checkout department gives clear directions with an emphasis on
meeting performance targets and completing tasks. Effective leadership
is dependent on followers' preparation or maturity, according to Hersey
and Blanchard's Situational Leadership Theory. Four distinct leadership
styles are identified by the theory, all of which are predicated on the in-
teraction between task and relational conduct (Hersey and Blanchard
1985). There are four types of leadership styles. The first one is Telling
(S1 - High Task, Low Relationship): This leadership style involves giv-
ing direct instructions and keeping a close eye on followers. The second
one is Selling (S2-High Task, High Relationship): More two-way com-
munication occurs, but the leader still gives instructions. In addition, the
third one is Participating (S3 - Low Task, High Relationship) which the
leader encourages and supports followers' endeavors. The last one is del-
egating (S4 - Low Task, Low Relationship), which when followers do
tasks with little direction from the leader.
A leader using the selling style of leadership actively communicates
with and convinces team members to adopt a specific strategy or vision.
The grocery manager uses a sales approach by convincing the group to
focus on several projects every week. The management actively conveys
the advantages of this strategy, such as better customer interaction and
product assistance, rather than imposing the schedule. As the manage-
ment tries to sway the team's opinions and dedication to the new proce-
dure, the "buzz groups" where the team works together to cut waste also
represent the selling style. The leadership of the checkout department
uses a pitching approach during the weekly team meetings. Regarding
daily objectives, how sales affect employee bonuses, and other pertinent
information, the department manager gives clear directions. However, in
Participating The manager's strategy of assigning the grocery employees
to work on various projects each week shows a degree of cooperation
and trust. This aligns with the Participating (S3) leadership style, in
which the leader encourages and supports the followers' endeavors. By
allowing the team to rotate across different areas, the manager fosters a
sense of collaboration and shared responsibility while including the team
in decision-making. The leadership style of the grocery department
seems to combine aspects of Hersey and Blanchard's Situational Leader-
ship Theory's Participating (S3) and Selling (S2) approaches. The man-
ager fosters a productive and happy team by being flexible, involving
staff members in decision-making, and emphasizing personal growth.

"Teamwork is the process through which team members collabo-

rate to achieve task goals," says Driskell et al. As stated by (Driskell and
his colleagues 2006), "teamwork refers to the activities through which
team inputs translate into team outputs, such as team effectiveness and
satisfaction.". In the grocery department The Grocery Manager's use of
"buzz groups" and engage the team in decision-making procedures pro-
motes collaborative decision-making. In addition, As presented in the
case study, the Grocery Team exemplifies positive aspects of teamwork.
A cohesive and productive team is a result of their constructive commu-
nication, their cooperation in "buzz groups," and the successful execu-
tion of programs like "Bin Buster" workshops. Despite obstacles, the
checkout staff retains strong teamwork by following instructions during
team briefings and finishing assessments. To create a more productive
atmosphere and improve collaboration, the Checkout department should
think about adding more opportunities for team members to contribute
their thoughts during team briefings. However, the department of check-
out has a high absence rate (5%), which may be a sign of team issues or
unhappiness. View the results of the employee attitude survey. The de-
partment keeps track of the employees who are the least satisfied, espe-
cially when it comes to the statement "my ideas are listened to and val-
ued," which suggests problems with engagement and communication.

To sum up, the management of the grocery store may encourage

teamwork even more by proactively promoting cooperation and com-
munication during tea breaks. This could create a more cohesive team
atmosphere by bridging the gap between full-time and part-time em-
ployees. On the other hand, Leaders in the Checkout department should
try to include more people in team briefings. During these meetings, in-
vite team members to contribute their thoughts and recommendations to
foster a cooperative environment for decision-making.
 Question 4:

4. What could be causing con ict between the part time and full time
employees on the Nightshift? How could the Nightshift manager try to resolve
this?

The concept of "conflict" refers to a disagreement or difference of

views between or among people that has the potential to be detrimental
to any organization. It frequently involves personal agendas, insights, or
goals that differ from those of the team or group (Ronquillo & Ellis,
2023). Even though conflict is generally perceived negatively, conflict
management seeks to resolve these differences with solutions that are
beneficial to the group or satisfy all parties involved. Part-time and full-
time workers at Super brand have different roles in the Night Shift de-
partment, especially in terms of interactions and behaviors. Let's exam-
ine several examples and discuss how they relate to conflict, supported
by pertinent ideas. Part-time workers may feel that they are not given an
equal amount of responsibility during the night shift, according to full-
time employees. Also, there could be misunderstandings as result of
part-time and full-time employees' different levels of team communica-
tion participation. However, Part-timers may be viewed by full-time em-
ployees as less devoted or productive during the night shift. Open com-
munication, understanding, and efforts to reduce the gaps between part-
time and full-time workers in the Night Shift department are necessary
to resolve these difficulties. An atmosphere at work that is more cohe-
sive, and collaborative can be achieved by putting conflict resolution
techniques into practice and encouraging a feeling of shared purpose.
fl
 There are five types of conflict, The first one is task conflict.
There are disagreements among the Night Shift team members over the
best way to coordinate the refilling process. When two people have dif-
ferent views or methods for accomplishing a given task or objective,
conflict results. The second type of conflict is conflict between People.
Tension arises between two Night Shift department team members as
they argue on how to divide up a certain duty. This kind of conflict en-
tails personality conflicts within the team, communication problems, or
personal disagreements. The third task is Group Disagreement. There is
competition between the Checkout team and the Grocery team because
their interests in allocating resources during peak hours contradict.
However, Conflict arises inside an organization between several depart-
ments or groups, frequently because of conflicting priorities or aims.
The fourth task is Group Dispute. There is competition between the
Checkout team and the Grocery team because their interests in allocating
resources during peak hours contradict. The last task is conflict within a
group. The Grocery team is divided because of divergent views among
team members over how to manage a waste reduction project.

Effective communication, proactive tactics, and conflict resolution

skills are all necessary to reduce and resolve conflict in the workplace.
These actions are backed by pertinent theories. There are three important
theories that can minimize conflict and overcome it. The first theory is
Clear Communication. A major cause of conflict is a breakdown in
communication. By using communication theory, one may highlight
how crucial effective and clear communication is in preventing miscon-
ceptions. The second theory is creating clear Objectives. Positions, re-
sponsibilities, and expectations should be clearly defined to reduce con-
flicts that result from unfulfilled expectations. The last theory is the the-
ory of social identity. According to social identity theory, intergroup con-
flict can be lessened when a person feels like they belong to a coherent
group. Encouraging team-building exercises cultivates a positive sense
of group identity.

Bernburg M, Groneberg DA, Mache S. Mental Health Promotion Inter-

vention for Nurses Working in German Psychiatric Hospital Depart-
ments: A Pilot Study. Issues Ment Health Nurs. 2019
Aug;40(8):706-711.
Veenema TG, Burkle FM, Dallas CE. The nursing profession: a critical
component of the growing need for a nuclear global health workforce. C
Low BKL, Man SS, Chan AHS, Alabdulkarim S. Construction Worker
Risk-Taking Behavior Model with Individual and Organizational Fac-
tors. Int J Environ Res Public Health. 2019 Apr 13;16(8)
5. Why didn’t the change in technology help the store to reduce its wastage
rate? What can the organisation learn about introducing effective change from
the grocery managers approach to the problem?

Change management is the systematic process of organiz-

ing, implementing, and overseeing changes within an organiza-
tion. As Robert Schaffer points out, "When you consider it, all
management is the leadership of change" (Schaffer,2005), there
are numerous parallels between management and change man-
agement. "Management's constant task is determining which
modifications are necessary and ensuring that they are imple-
mented" (Schaffer, 2005). According to Schaffer (2005), "The
current wave of change management developed as a reaction to
the difficulties faced by businesses in combining rapid and quick
improvement into everyday operations".

Both the checkout and grocery areas in the case study con-
tain subliminal references to change management techniques.
The following justifies the methods used in each department to
implement change. In the Department of Grocery, the manager
of the grocery department organizes "buzz groups" to solicit
suggestions from various team members regarding how to deal
with the waste problem. By involving staff members in decision-
making, this strategy promotes participation and a sense of own-
ership. In addition, the manager's implementation of the 'Bin
Buster' sessions to check and cut waste is indicative of an adapt-
able strategy. This procedure modification is a direct result of
team member input that was obtained via "buzz groups." One
model or framework might not be helpful in several circum-
stances due to the chaotic nature of change (Buchanan & Boddy,
1992; Pettigrew & Whipp, 1991). Because of this, change man-
agers must consider different strategies for diverse implementa-
tions (Pettigrew, 1987). Concerns that change managers may en-
counter cannot be resolved by following a predetermined course
of action (Carnall, 2007; Pettigrew & Whipp, 1991).
However, in the checkout department the regular team
briefings initiated by the department manager serve as a com-
munication channel for conveying expectations, sales informa-
tion, and relevant updates. However, the emphasis on instruc-
tions and store-related information might contribute to resis-
tance, as indicated by low employee satisfaction. On the other
hand, the thorough training program for new Checkout assistants
during induction demonstrates an attempt to equip employees
with the necessary skills. However, the lack of evidence of on-
going training and development needs during appraisals sug-
gests a potential gap in continuous learning and improvement.
The case study approaches change by combining employee in-
volvement, performance management, communication, training,
and flexibility. This demonstrates an attempt to handle depart-
ment-specific difficulties and foster continuous development.
 The different strategies and results in the Grocery and
Checkout departments can provide the organization with impor-
tant insights. The following are some guidelines for implement-
ing change, accompanied by illustrations from both departments.
In the grocery department the manager of the grocery depart-
ment organizes "buzz groups" among staff members to solicit
suggestions for cutting waste. This encourages team participa-
tion and a sense of ownership. The lesson is to Include workers
in the decision-making process strengthens their resolve to
change and yields insightful information. Also, the flexibility of
the Grocery department is demonstrated by the weekly rotation
of staff assignments among several sections. This adaptability
fosters a productive workplace. "Bin Buster" sessions and "Buzz
groups" encourage candid discussion, idea exchange, and collec-
tive problem-solving. The idea from it is to Promote an at-
mosphere of candid discussion and idea sharing is just as impor-
tant to effective communication as simply disseminating infor-
mation.
In the checkout department the staff's unwillingness to switch
shifts points to a lack of adaptability, which affects the depart-
ment's capacity to staff the entire time during peak times. This
lead to Have a flexible and adaptive approach to work assign-
ments and can have a good effect on overall efficiency and em-
ployee happiness. The company should think about bringing
comparable strategies to the checkout section after observing
successful approaches in the grocery department, such the "Bin
Buster" sessions. Thus, more efficient, and consistent organiza-
tional transformation can result from departments exchanging
best practices and lessons discovered. By reflecting on these
lessons and tailoring change management strategies based on
department-specific needs, the organization can enhance its
overall approach to introducing and managing change.

There are many advantages to effectively implementing

change in an organization, but there are drawbacks as well. The
benefits and drawbacks of implementing a change successfully
are as follows. In the pros Effective modifications frequently re-
sult in more efficient and simplified operations, which raise pro-
ductivity and lower operating costs. Also Managing change well
can improve work satisfaction and staff morale. Positive out-
comes may lead to higher levels of engagement and motivation
among employees. In the cons the process of bringing about
change can be expensive up front and requires careful manage-
ment, particularly when it comes to new technologies or training
initiatives. However, Implementing change can lead to stress
and burnout, especially if staff members are overburdened by
the new procedures or standards.
Buchanan DA, Boddy D. The expertise of the change agent. Prentice
Hall; 1992.https://www.ncbi.nlm.nih.gov/

Carnall, C. A. (2007). Managing change in organizations (5th ed.). Pren-

tice Ha

Pettigrew, A., & Whipp, R. (1991). Managing change for competitive

success. Blackwell Publishers Ltd.https://www.ncbi.nlm.nih.gov/

Schaffer, R. H. (2017, October 26). All Management Is Change Man-

agement. Harvard Business Review. https://hbr.org