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Mergers and managers : what’s needed for both to work?

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Show simple item record Muller, Nicole Jacqueline 2008-03-14T08:09:40Z 2008-03-14T08:09:40Z 2006
dc.identifier.issn 0256-8861
dc.description Originally published in: South African Journal of Libraries and Information Science, Vol. 72, No. 3, 2006. en
dc.description.abstract Mergers are not an occasion; they are a process, and it is important to understand how such processes unfold and the concomitant stress factors that are brought about by the change. During a merger, staff can feel overstretched and overburdened. A logical output of this is that neglect of normal business operations occurs. There are various management strategies recommended in the literature which can be put into place to ensure that such overload and neglect does not lead to failure of the merger. This paper briefly outlines the various cycles that mergers take, as well as highlighting the stresses that mergers place on employees. It focuses more particularly on what skills and strategies are required by managers to ensure that such employee stress is diminished and that employees feel competent, able and willing to handle the operational requirements of the merger appropriately. The paper draws on experiences of the Durban Institute of Technology library during its merger process. en
dc.language.iso en en
dc.subject Mergers --Higher education en
dc.subject Library mergers en
dc.subject Change management en
dc.subject Mergers -- Employee stress en
dc.subject Durban University of Technology (DUT) en
dc.title Mergers and managers : what’s needed for both to work? en
dc.type Article en

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