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	<title>Employment &#38; Management &#187; Change Management</title>
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	<description>Expert Tips For Mastering The Manager&#039;s Job</description>
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		<title>Why Won&#8217;t Managers Learn?</title>
		<link>http://www.employment.biz/change-management/learning-organization/why-wont-managers-learn/</link>
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		<pubDate>Mon, 01 Mar 2010 01:48:17 +0000</pubDate>
		<dc:creator>ronpass</dc:creator>
				<category><![CDATA[Learning Organization]]></category>
		<category><![CDATA[action learning]]></category>
		<category><![CDATA[learning organization exemplar]]></category>
		<category><![CDATA[manager's learning]]></category>
		<category><![CDATA[managerial culture]]></category>
		<category><![CDATA[managerial learning]]></category>
		<category><![CDATA[managerial role]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[organizational development]]></category>
		<category><![CDATA[organizational goals]]></category>
		<category><![CDATA[organizational learning]]></category>
		<category><![CDATA[organizational vision]]></category>

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		<description><![CDATA[Managerial learning is the cornerstone for a learning organization.  A manager&#8217;s unwillingness to learn is the major impediment to organizational learning. Many managers believe that once they have attained a managerial position, they have &#8220;arrived&#8221;.  They see the appointment to the managerial role as an acknowledgement that they &#8220;know it all&#8221;. A corollary of this [...]


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<li><a href='http://www.employment.biz/human-resource-management/employee-motivation/attend-listen-learn-and-motivate/' rel='bookmark' title='Attend, Listen, Learn and Motivate'>Attend, Listen, Learn and Motivate</a></li>
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		<title>Managing Personal Transitions in a Change Program</title>
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		<comments>http://www.employment.biz/change-management/personal-transitions/managing-personal-transitions-in-a-change-program/#comments</comments>
		<pubDate>Sun, 21 Feb 2010 19:07:30 +0000</pubDate>
		<dc:creator>ronpass</dc:creator>
				<category><![CDATA[Personal Transitions]]></category>
		<category><![CDATA[beginnings phase]]></category>
		<category><![CDATA[Change Management]]></category>
		<category><![CDATA[change management strategies]]></category>
		<category><![CDATA[cultural change]]></category>
		<category><![CDATA[endings phase]]></category>
		<category><![CDATA[neutral zone]]></category>
		<category><![CDATA[personal change]]></category>
		<category><![CDATA[Stress Management]]></category>

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		<description><![CDATA[One of the responsibilities of managers is to assist their employees to make the personal transitions necessary during a change program. Managers typically focus on change management &#8211; getting to the end physical state as quickly as possible.  In the process, they leave their employees behind. We have well-established practices for making the physical change [...]


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		<title>A Manager&#8217;s Power Sources</title>
		<link>http://www.employment.biz/change-management/organization-development/a-managers-power-sources/</link>
		<comments>http://www.employment.biz/change-management/organization-development/a-managers-power-sources/#comments</comments>
		<pubDate>Tue, 09 Feb 2010 08:16:54 +0000</pubDate>
		<dc:creator>ronpass</dc:creator>
				<category><![CDATA[Organization Development]]></category>
		<category><![CDATA[expert power]]></category>
		<category><![CDATA[influence]]></category>
		<category><![CDATA[managerial power]]></category>
		<category><![CDATA[managerial responsibility]]></category>
		<category><![CDATA[organizational goals]]></category>
		<category><![CDATA[personal power]]></category>
		<category><![CDATA[poor performance]]></category>
		<category><![CDATA[positional power]]></category>
		<category><![CDATA[referent power]]></category>

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		<description><![CDATA[Mangers have multiple sources of power to manage change and develop organizations. Many organizations have power vacuums at various levels because managers do not take up the power that is rightfully theirs. Power has become something of a dirty word in organizations because the term is often associated with misuse or abuse. The reality is [...]


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		<title>Personal Characteristics Required to Change Organizational Culture</title>
		<link>http://www.employment.biz/change-management/culture-change/personal-characteristics-required-to-change-culture/</link>
		<comments>http://www.employment.biz/change-management/culture-change/personal-characteristics-required-to-change-culture/#comments</comments>
		<pubDate>Mon, 08 Feb 2010 01:16:14 +0000</pubDate>
		<dc:creator>ronpass</dc:creator>
				<category><![CDATA[Culture Change]]></category>
		<category><![CDATA[changing culture]]></category>
		<category><![CDATA[cultural change]]></category>
		<category><![CDATA[emotional intelligence]]></category>
		<category><![CDATA[Organization Development]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[workplace culture]]></category>

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		<description><![CDATA[Managers need to be consistent, congruent, persistent and resilient to change workplace culture.


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