Introduction
The purpose of the following report is to explain the basic principles behind Change
Management; it will focus on the types of change a company can expect to experience and
the experiences both employer and employee may undergo when embarking on a program
of change, these include resistance to change, change barriers and how to overcome them.
In a 2003 Harvard Business press release, Mr M Beer stated the following:
“Change is part of organisational life and essential for progress. Those who know how to
anticipate it, catalyse it, and manage it will find their careers, and their companies, more
satisfying and successful” (Beer M 2003)
For Corus to survive the increasing competitiveness within the steel sector, it is imperative
that they accept the need to change in line with new technologies, new competitors, new
markets and demands for greater performance by implementing programs of change, each
designed to improve performance.
This report will also attempt to look into and explain the many changes experienced within
the steel sector over the last two decades, particularly the changes within Teesside Beam
Mill (TBM)
Change within TBM
In the past 20 years TBM as part of Corus, formally British Steel has seen many changes.
Some of these changes have been quite extreme, for example, the merger of British steel
and Hoogovens, to form Corus in 1999, also the recent acquisition of Corus by Tata Steel.