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dc.contributor.authorMuller, Nicole Jacqueline
dc.date.accessioned2008-03-14T08:09:40Z
dc.date.available2008-03-14T08:09:40Z
dc.date.issued2006
dc.identifier.issn0256-8861
dc.identifier.urihttp://hdl.handle.net/10321/238
dc.descriptionOriginally published in: South African Journal of Libraries and Information Science, Vol. 72, No. 3, 2006.en
dc.description.abstractMergers 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.isoenen
dc.subjectMergers --Higher educationen
dc.subjectLibrary mergersen
dc.subjectChange managementen
dc.subjectMergers -- Employee stressen
dc.subjectDurban University of Technology (DUT)en
dc.titleMergers and managers : what’s needed for both to work?en
dc.typeArticleen


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