An enterprise is a dynamic sociotechnical system which should survive in a continuously changing environment to stand the external pressure, satisfying thereof the demands of its external and internal customers.
The main goal of every system is its preservation in time. This preservation can be achieved through its continuous adaptation to external and internal pressures and thus through constant change and evolution. The concept of evolution involves the concept of change. Therefore, change is a concept closely linked to survival, growth and success of any system.
However, a key element of each system is the man - employee. The employee with his/her work contributes directly to achieving the objectives pursued and leads and organizes the continued growth and development of the system to which s/he belongs. The employee as human nature seeks the development and pleasantly accept change . Without the effort to change, the society would not have progressed as well as technology, thinking and science. From a psychological point of view, the man would feel empty, sterile, unfinished, s/he would be inactive and passive, would lose confidence and creativity.
However, there are many studies and rich literature, claiming that the resistance of employees in an organizational change is almost automatic and certainly unexpected, and it is a key problem that the management of each organization / company has to face successfully to complete the task of introducing some change.
This paper focuses on this issue, approaching it both theoretically and practically. The results are of considerable interest, since the study was based on a fairly wide range of literature, but it has also successfully used a modern method of processing questionnaires which helped to export some initial conclusions.
The research was conducted in November 2004 in a major shoe manufacturer in Greece owning a wide retail chain. The sample was fairly small and limitations of the research are considered the relative small sample of the respondents as well as the fact that it concerned only one company.
Table of Contents
Introduction
Chapter 1 - Literature Review
1.0 The concept of Change
1.1 The equation and evaluation of the necessity of change
1.2 Types and levels of change
1.3 Purpose of introducing changes
1.4 Stages of the change process
1.5 Design of Change
1.6 Change implementation
1.7 Techniques of introducing changes
1.8 Management by walking around
1.9 Team building
1.10 Communication
1.11 Attitudes of Employees towards change
1.12 Causes of Resistance
Chapter 2 – Research Methodology
2.0 Object and goal of the research
2.1 Research process
2.2 Profile of respondents
2.3 Presentation of research results
2.3.1 Assurance Testing
2.3.2 Frequency distribution
2.3.3 Comparison of frequencies
2.3.4 Relationships
Chapter 3 – Conclusions – Suggestions
Objectives and Research Themes
The primary objective of this research is to study the concept of organizational change, the processes involved in its implementation, and the specific attitudes of employees toward such changes within a corporate environment.
- Theoretical analysis of change management models and techniques.
- Empirical investigation of employee perceptions regarding organizational transitions.
- Analysis of resistance factors and their impact on implementation.
- Evaluation of communication strategies in change management.
- Correlation between demographic variables, personality traits, and attitudes toward change.
Excerpt from the Book
1.0 The concept of Change
Our era is characterized by a state of continuous change. There have always been changes. However, it is estimated that in the last 20 years their number corresponds to the number of these that have occurred in the last 200 years. (Morgan, 1972). Therefore, it is fair to characterize our era as "time of change".
With the term change is meant the transition from one state of affairs to another, or otherwise, the transition from a given set of conditions in a different one. This transition is nothing else but a process of adaptation and repositioning of the individual or organized groups (e.g. social groups or economic groups) in a new environment where they can operate more effectively (Hitiris, 2001).
Elliott (1990), defines change as a complex psychological fact that its energy should be respected and given careful management. According to Mullins (1999), change is a corrective effect. Everything and everyone is subject to constant change. Change is inevitable in social life, and thus in the business world.
Especially for organizations and businesses, the need for change is most urgent (Bainbridge, 1996). The concept of change is now synonymous with the stable manner of operation within enterprises (Appelbaum, St-Pierre & Glavas, 1998). The process of change is a continuous process of renewal and redefinition of the direction, strategy and capacity of a company in order to adapt to the ever changing environment and requirements of the clients (internal and external) (Moran & Brightman, 2001).
Summary of Chapters
Chapter 1 - Literature Review: Provides a comprehensive overview of change theories, management models, and the psychological factors influencing employee resistance.
Chapter 2 – Research Methodology: Details the empirical study conducted at a major Greek shoe manufacturer, including questionnaire design, respondent profiling, and statistical analysis techniques.
Chapter 3 – Conclusions – Suggestions: Summarizes the key research findings and offers recommendations for management to improve the planning and implementation of organizational change.
Keywords
Change, Management, Resistance, Employees, Organizational change, Sociotechnical system, Evolution, Communication, Force Field Analysis, Adaptation, Innovation, Employee morale, Questionnaires, Statistical analysis, Corporate governance.
Frequently Asked Questions
What is the core focus of this research?
The research examines the concept of organizational change, identifying how employees perceive and respond to transitions within a professional environment, specifically in a large manufacturing company.
What are the central thematic areas covered?
The study covers the definition of change, the stages of the change process, techniques for introducing change (such as Force Field Analysis and MBWA), and the underlying causes of employee resistance.
What is the primary goal of the study?
The goal is to understand employee attitudes toward change, identify factors that influence these attitudes, and provide management with actionable insights to facilitate smoother organizational transitions.
Which scientific methods were employed?
The research utilizes an empirical approach, conducting an anonymous survey via a structured questionnaire, followed by descriptive statistical analysis and correlation analysis using SPSS to evaluate the data.
What does the main body of the work address?
The main body integrates theoretical literature on change management with practical empirical data, focusing on the psychological and organizational barriers that hinder the adoption of new strategies.
Which keywords best characterize this work?
The work is characterized by terms such as organizational change, employee resistance, change management, professional adaptation, and workplace psychology.
What specific role does the 'Human Factor' play in this study?
The study identifies the human factor as the most critical element, noting that employee nature generally favors habit, making management of psychological resistance essential for successful organizational shifts.
How does work experience influence the perception of change?
The research highlights a significant difference in perspective, showing that experienced employees (over 6 years) tend to be more skeptical and pessimistic about change compared to their less experienced counterparts.
- Arbeit zitieren
- Fotini Mastroianni (Autor:in), 2016, Resistance to Change. The case of a shoe manufacturer, München, GRIN Verlag, https://www.hausarbeiten.de/document/444415
