How Chrysler ran with the culture of change
By: MONK, Roger
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Material type: 
ArticlePublisher: 2001Subject(s): Australia | Organizational Development | Employee Attitudes | Organizational Change | Mitsubishi | ChryslerHuman Resource Management International Digest 9, 1, p. 20-22Abstract: To forge a successful acquisition or merger is a tricky business, one that often ends in tears. But when Mitsubishi Motors bought Chrisler Australia, the outcome was a smooth if not entirely seamless transformation from authoritarian management to new,people-led strategies. This article examines how it was done and tooks at the implications for organizational change
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
To forge a successful acquisition or merger is a tricky business, one that often ends in tears. But when Mitsubishi Motors bought Chrisler Australia, the outcome was a smooth if not entirely seamless transformation from authoritarian management to new,people-led strategies. This article examines how it was done and tooks at the implications for organizational change
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