Date Added: Oct 2010
Increased specialisation in the past half-century has certainly benefited the avocation of project management. However, there appear to be some negative consequences of this specialisation. This paper first notes that 'Classic' general management functions are intimately interwoven in project management processes, a subject that was discussed in more detail in an earlier paper in this journal. However, this focus on project management as opposed to general management appears to have had at least one dis-benefit, which the author describe as a kind of 'Apartheid'- like separation on the subject of management of organisational change materials between the two literature streams. There is virtually no cross-referencing on this subject between these literatures in either direction, in spite of the abundance of much material in both streams.