Abstract
The method ofmanagement of a company has evolved considerably in recent years. The removal of certain boundaries, the development of new technologies, new modes of communication, etc. have internationalized the economic and social landscape.
In this context, companies have become involved in a cycle of competition to deliver more, reduce their costs, and maintain a high rank in the consumer market. This has resulted in the reorganization of positions and common methods of work, strict management of staff according to business requirements, rehabilitation, constant production, and a demand trend for firms to merge and strengthen their position. Hence, companies are therefore constantly changing.
It is therefore interesting to consider how the desired changes must be undertaken to achieve positive results. Usually this aspect of change is evaded by business leaders. They tend to bear their thoughts on the changes to be made, and believe that they will be too difficult to conceive and may ultimately fail. This potential is not negligible, however, since according to a 1997 survey by AT Kearney,‘70% of projects for change in business fail (AT Kearney Management Study Surveys, 200 companies, in May 1997). This finding justifies the question that arises of how a successful change can be made in the light of economic and social issues involved.
