Implementing A U-Turn In a Strategic Direction In a Civil Engineering Consultancy

dc.contributor.author	Robert M. Bradley
dc.date.accessioned	2017-05-08T22:19:11Z
dc.date.available	2017-05-08T22:19:11Z
dc.date.copyright	April 2004
dc.date.issued	2004
dc.identifier.other	40728594.pdf
dc.identifier.uri	http://yetl.yabesh.ir/yetl/handle/yetl/77461
dc.description.abstract	None of us likes change, and if a firm must undertake major strategic shifts in response to the highly competitive marketplace of today, it is better for all concerned if they are accomplished with minimum confusion and delay. Yet enough time and care must be taken so that ongoing projects continue to completion, staff stay on board as long as needed, and clients are reassured that what they contracted the firm to provide will still be delivered. Investing in employees’ welfare even while negotiating their move elsewhere is an investment in a firm’s reputation and its long-term future.
dc.publisher	American Society of Civil Engineers
dc.title	Implementing A U-Turn In a Strategic Direction In a Civil Engineering Consultancy
dc.type	Journal Paper
dc.journal.volume	4
dc.journal.issue	2
dc.journal.title	Leadership and Management in Engineering
dc.identifier.doi	10.1061/(ASCE)1532-6748(2004)4:2(57)
dc.tree	Leadership and Management in Engineering:;2004:;Volume ( 004 ):;issue: 002
dc.contenttype	Fulltext