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Case Study: Drifting Change

Author

Listed:
  • Vicki Marchand

    (Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management)

  • Diane Marcotte

    (Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management)

  • Doina Muresanu

    (Universite of Quebec in Abitibi-Temiscamingue, Quebec, CANADA, Department of Management)

Abstract

Addressing itself to the management students, the case presents the situation of a fusion of two offices belonging to the same ministry, in the province of Québec, in Canada. This fusion of two entities having entirely different organisational cultures is not so easy to put into practice. We dread the personal experience of one of these offices, seen through the eyes of some of its administrators and employees who talk about their demanding change experience. So as to answer the case questions, the reader must relate to two management models (Bareil, 2004 and Collerette, 2007), described in the works listed as references.

Suggested Citation

  • Vicki Marchand & Diane Marcotte & Doina Muresanu, 2015. "Case Study: Drifting Change," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(2), pages 573-580, December.
    • Handle: RePEc:ora:journl:v:1:y:2015:i:2:p:573-580
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    File URL: http://anale.steconomiceuoradea.ro/volume/2015/n2/067.pdf
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    More about this item

    Keywords

    change; public organisations; fusion; human resources management; change actors; preoccupation stages;
    All these keywords.

    JEL classification:

    • M0 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General

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