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Fuentes, Riffo Daniela Viviana. "Organizational Change in Volunteer-Based Organizations: Communication Change Strategies in Church Congregations." TopSCHOLAR®, 2015. http://digitalcommons.wku.edu/theses/1504.
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The current study fills a gap in the communication and management literature by providing additional insight regarding the effective communication strategies used by church leaders during organizational change. The researcher sought to find out how beliefs held by church members predicted their receptivity to change and their intent to leave their organization. Participants from diverse church denominations (N = 208) completed an online survey questionnaire asking them to think about a particular change they had experienced in their current or former church. The results of statistical analysis showed: (a) Church members´ beliefs regarding discrepancy, efficacy, principal support, and valence, positively predicted their receptivity to change, and negatively predicted their intention to leave the organization; (b) beliefs regarding valence were the most relevant for church members to become receptive towards change, and for them to stay in their church during organizational change; (c) among the trust dimensions, benevolence acted as a mediator in the relationship of principal support and valence with intent to leave. This study provides some evidence regarding organizational change in a volunteerbased church context. Practical applications are discussed for church leaders who are implementing change in their congregation. Additionally, future directions are proposed.
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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.
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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Blunck, Paula. "Perceived Communication During Organizational Change." PDXScholar, 1994. https://pdxscholar.library.pdx.edu/open_access_etds/4718.
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Organizational change often involves the creation of work teams. This research examines how the creation of self-managed work teams within a particular organization affects perceived communication. Previous research suggests that self-managed teams would socially construct a different view of the organization especially as it relates to power than would those in traditional organizational departments. Attitudes about communication and power within the organization are analyzed in nine self-managed teams and five traditional departments. This analysis is conducted through both qualitative and quantitative means. Group comments and discussions are used in a qualitative analysis. Multidimensional scaling is used to reveal underlying attitudinal differences the self-managed teams and traditional departments may have about others within the organization. Two different scales are used to measure perceived attitudes about relationships to management and others within the organization. The first scale is modified from a family communication patterns instrument and is used to measure the analogous equivalent of the supervisor/subordinate (parent/child) relationship within the organizational family. The second scale explores the perceptions of cooperativeness, competitiveness, and independence between groups. Finally, a value ranking is used to measure perceptual differences the groups have about the organization's view of the customer. The results of this research suggest some differences exist between the two groups regarding perceptions of power and management Differences about perceptions related to boundaries suggests self-managed teams will construct a different reality as a function of their group. Results regarding perceptions of others and perceptions of the organization's view of customers were mixed. It cannot be strongly concluded that these differences exist as a function of the self-managing teams or because of the types of jobs members in self-managing teams hold. Due to a number of constraints researching in this particular organization, further examination and validation of findings were not possible. Most of the teams, for example, had been together for only two months. A possibility for future research may include some longitudinal studies.
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Schmitz, Heidi Anne. "Degree of organizational change and job insecurity." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1402.
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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.
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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Phillips, Tobe M. "Individual Behavior Change in the Context of Organization Change: Towards Validation of the Transtheoretical Model of Change in an Organizational Environment." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4686/.
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A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Movement through the stages is facilitated by processes which increase the probability of a behavior change effort's success. The present research investigated the potential applicability of TTM for explaining individual level change within a new context, specifically, an organizational environment. To examine if individual change in the context of an organization occurs in the fashion described by TTM, measures of core TTM constructs were delivered to employees in a water department of a city in the American southwest. The water department was immersed in an organization change initiative necessitating individual behavior change by its employees. Results of TTM core construct measures and their relationships with each other and the stages of change were examined. Initial findings are indicative of TTM's potential applicability as a description of behavior change within an organizational context. Implications of these findings, potential applications, imitations of the current research, and recommendations for future research are discussed.
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Smith, Lindsay C. "Organizational Change Development Interventions: Are Multiple Interventions Useful?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4802/.
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The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these differences are discussed.
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Murphy, Lee P. "Influencing Successful Organizational Change Through Improving Individual and Organizational Dimensions of Health." Thesis, Benedictine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583435.
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<p> In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.</p><p> In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.</p>
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Smith, Grant Ritchie. "Organizational change and the post-bureaucratic organization : a critical case." Thesis, University of Portsmouth, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500348.
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The claim that there is a need for continuous organizational change has become a modern day cliche. In particular it has been taken up by influential management gurus who have provided popular versions of debates that have been going on within the academic literature for numerous years. The most influential of these debates is that of the post-bureaucratic organization. This shares with the guru models of change the assumption that a radical epochal transition is taking place in the way organizations and working relationships are structured. However despite the attention which these claims have received there is still relatively little detailed empirical evidence against which to evaluate them.
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Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.
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Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.
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<p> The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.</p><p> For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.</p><p> My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.</p><p> I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.</p><p>
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Jumara, John J. Sturgeon James I. "A case study of the influence of organization theory on organizational change." Diss., UMK access, 2005.
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Thesis (Ph. D.)--Dept. of Economics and Dept. of Sociology/Criminal Justice & Criminology. University of Missouri--Kansas City, 2005.<br>"A dissertation in economics and social science." Advisor: James I. Sturgeon. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 137-149). Online version of the print edition.
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Jansson, N. (Noora). "Discursive practices in organizational change." Doctoral thesis, Oulun yliopisto, 2014. http://urn.fi/urn:isbn:9789526205229.
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Abstract The purpose of this research is to increase understanding of discursive practices in organizational change. By approaching organizational change as a social construction, this dissertation examines how discursive practices are involved in organizational change through a qualitative case study. Current organizational literature demonstrates a discursive turn in which negotiation, interactive meaning creation and tension exploitation through discursive struggles characterize the execution of organizational change. Compared to earlier decades, when change was treated rather mechanistically as a process to be executed in controllable phases, the discursive approach is more capable of examining the social aspects of organizational change in practice. Despite the recent tendency to study change within organizations through the lenses of social constructionism and social constructivism, few scholars have approached discourse directly through practice in the context of organizational change. This study examines aspects that are often taken for granted, such as talk. Discursive practices in organizational change are analysed with a case study method through the practice lens, which views practice as a combination of change practices, change praxis and change practitioners. The narrative analysis of this research in the context of a public university hospital indicates that discursive practices play a role in organizational change through discourse phronesis, the context-dependent practical wisdom of talk, and more specifically through the discursive practices that apply discourse phronesis. Four examples of discursive practices were identified in the case study: field practices, mandate practices, priority practices and word practices. In addition, the agency of the strategy text in translating change was analysed, with the conclusion that while a strategy text is material in nature, it is also a discursive practice which reflects collective identities and their power positions during and as the result of organizational change. The study also suggests that permanent tensions in an organization can be harnessed for the benefit of change through discourse. The dynamic contradiction between permanent tensions and change in an organization is termed the renewal paradox<br>Tiivistelmä Tämän tutkimuksen tavoitteena on lisätä ymmärrystä diskursiivisista käytännöistä organisaation muutoksessa. Väitöskirjassa lähestytään organisaation muutosta sosiaalisena konstruktiona ja tutkitaan laadullisen case-tutkimuksen avulla, kuinka diskursiiviset käytännöt liittyvät organisaation muutokseen. Organisaatiomuutoskirjallisuudessa on tällä hetkellä nähtävissä diskursiivinen vaihe, jossa neuvottelu, vuorovaikutteinen ymmärryksen rakentuminen ja jännitteiden hyödyntäminen keskustelullisten mittelöiden kautta luonnehtivat organisaation muutoksen toimeenpanoa. Verrattuna aiempiin vuosikymmeniin, jolloin muutoksen toteutusta lähestyttiin melko mekaanisesti kontrolloitavien vaiheiden kautta, diskursiivinen lähestymistapa kykenee tutkimaan paremmin organisaatiomuutoskäytäntöjen sosiaalista luonnetta. Huolimatta viimeaikaisesta kehityksestä tutkia muutosta organisaatiossa sosiaalisen konstruktionismin ja sosiaalisen konstruktivismin kautta, harvat tutkijat ovat suoraan lähestyneet diskursiota käytänteiden kautta oganisaatiomuutoksen kontekstissa. Tämä tutkimus tarkastelee sellaista, mikä joskus otetaan itsestäänselvyytenä, kuten puhetta. Diskursiivisia käytäntöjä organisaatiomuutoksessa analysoidaan case-tutkimusmetodilla käyttämällä käytäntönäkökulmaa, jossa käytäntö nähdään yhdistelmänä muutoskäytäntöjä, muutoksen toteutumista ja muutoksessa toimijoita. Tämän tutkimuksen narratiivinen analyysi julkisen yliopistosairaalan kontekstissa ehdottaa, että diskursiiviset käytännöt liittyvät organisaation muutokseen diskurssin phronesiksen, kontekstiriippuvaisen käytännöllisen puheen tietämyksen, kautta ja erityisesti diskurssin phronesista käyttävien diskursiivisten käytäntöjen kautta. Case-tutkimuksesta tunnistettiin neljä esimerkkiä diskursiivisista käytännöistä: alan käytännöt, mandaattikäytännöt, priorisointikäytännöt ja sanakäytännöt. Lisäksi tutkittiin strategiatekstin roolia muutoksen tulkitsijana todeten, että vaikka strategiateksti on luonteeltaan materialistinen, se on myös diskursiivinen käytäntö, joka reflektoi kollektiivisia identiteettejä ja niiden välisiä valtasuhteita organisaatiomuutoksen aikana ja tuloksena. Tutkimuksessa myös ehdotetaan, että organisaation pysyviä jännitteitä voidaan hyödyntää organisaatiomuutoksen hyväksi diskurssin avulla. Organisaation pysyvien jännitteiden ja muutoksen välinen dynaaminen vastakkainasettelu on nimetty uudistumisen paradoksiksi
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Brooks, Cindy Lee. "Sense-making and organizational change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp04/mq24576.pdf.
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Li, Yan 1975. "Mapping workplace and organizational change." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/68383.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Architecture, 2002.<br>Pages 99-100 blank.<br>Includes bibliographical references (p. 93-97).<br>The current condition of global economy is evolving out of the ascendance of information technologies and the associated increase in the mobility and liquidity of capital. These phenomena have further propelled a corresponding change of previously national economic actors participating more actively in a complex global market. The complexities involved at different scales entail a new type of organizational structure and conceptual model which are based on dynamic perspectives to re-scale the existing strategic territories and spatial units. The intention of this thesis is to explore metaphor as a mapping mechanism in conceptualizing these unfamiliar realities. Particularly, the metaphors from nature, from living creatures and from existing physical forms and patterns are applied to find associated correspondences with these global phenomena. By mapping workplace and organizational change, the thesis attempts to construct a framework to visualize the new physical pattern and geographic distributions of global organizations to form a conceptual understanding of the complexities in the global economic activities.<br>Yan Li.<br>S.M.
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Mitchell, Lorianne D. "Emotional Reactions to Organizational Change." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/3052.
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Favaro, Francesco <1989>. "Organizational Change: Material Rationality and Formal Rationality as two approaches of change in the organization." Master's Degree Thesis, Università Ca' Foscari Venezia, 2014. http://hdl.handle.net/10579/5309.
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This work aims at identifying two approaches of organizational reform, that impact differently on the organization and in turn on the organizational performance (operational and financial). ISO9000 and Lean Management are taken as examples of practices adopted with Material Rationality (Lean Management) and Formal Rationality (ISO9000), by deep-diving their characteristics and then empirically analyzing the way they are adopted by firms in the plastic and chemical industry.
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Kalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'." Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.
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The current study analyzes the official policies and everyday practices of the youth non-governmental organization System and G, located in Komotini, Greece. Through a combination of Critical Policy Analysis, Interviews and Participatory Observation, this Thesis provides a broad image of the organization’s internal culture, with great emphasis on the relations among its members. The results showed that the organization’s philosophy, causes and corresponding policies have emerged from its founders’ personal life experiences, which motivated them for social offer to people with fewer opportunities, developed through cooperation with other youth workers, equally motivated to help people in need, and changed with the contribution of volunteers – also people with fewer opportunities – with innovative ideas and ambition to bring social change. As a result, an intersectional culture has grown in the organization, which is characterized by diversity, emotional proximity, mutual support and solidarity. The study also analyzes the organization’s social stratification and power relations, which are characterized by equality among all its members, making trainers and volunteers feel that their voice is heard and appreciated. Therefore, the organization succeeds in the achievement of all forms of organizational justice (procedural, distributive, interactional). What is more, important decision-making within the organization requires the equal participation of trainers and volunteers alike, while when it comes to decisions with an impact on local society, the organization gives its members the opportunity to express their opinion and design social policies through cooperation with local entrepreneurs, politicians and other decision-makers. In this way, organizational and social change are achieved and promoted. The future of the organization includes its members’ ambition to spread the methods and results of non-formal education to other regions and countries, and I consider myself lucky and honored to be part of this effort.
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Chawla, Anuradha S. "Organizational change initiatives as predictors of resistance to change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0002/MQ43149.pdf.
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Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change." Thesis, Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/29332.
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Inzunza, Rolando Eduardo. "Board transition in a student government organization, developing effective organizational change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ40336.pdf.
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Smith, Amber Rose. "Communication Strategies Used During Organizational Change in a Health Care Organization." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4561.
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More than 4.9 million businesses exist in the United States, and leaders within these businesses have to acclimate to change. Clear and effective communication is vital to the success of an organization. According to scholars and health care leaders focusing on strategies to communicate change during organizational change is a critical aspect of sustainability and profitability. The conceptual framework of this study was communication theory. The purpose of this single case study was to explore successful strategies that some health care leaders used to communicate during organizational change in a health care organization in El Paso, Texas. The data collection process consisted of collecting data from semistructured interviews and organizational documents, and the analysis process included grouping key words and reconstructing data into themes. The 4 key themes that emerged from this process included building trust through organizational communication is critical during change, the use of technologies, as a tool for communication is key during change, 2-way communication needs to occur during organizational change, and communication about change is vital through comprehensive organizational meetings. Health care leaders provided insights on management and communication strategies and responsibilities leaders and employees go through during organizational change. The implications for positive social change include strategies to improve communication that could help health care leaders with their employees and their patients during organizational change, which could increase the profitability of the organization and potentially generate a more thriving and healthy community.
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Barnett, Michelle L. "Organizational development: A comparison of individual and organizational level change." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4819/.
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Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-analysis was conducted using 238 field experiments. Each study was coded for intervention and organizational outcome and for individual or organizational level variables. Effect sizes were calculated for each study, each level, and each level by intervention and outcome measure. Results indicate that while OCD interventions overall had a moderate effect size, the level of intervention or outcome was not a moderating variable.
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Gunn, Natalie Isabella. "Staff evaluation of organisational context and change process : implications for managing change /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.
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Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.
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Newson, Robert A. "Naval Special Warfare - leading organizational change." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA386703.
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Thesis (M.S. in Defense Analysis and M.A. in National Security Affairs) Naval Postgraduate School, Dec. 2000.<br>Thesis advisors, Yost, David S. ; Minott, Rodney K. "December 2000." Includes bibliographical references (p. 179-183). Also available online.
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Paquette, Dirk. "Organizational change and Canada's air force." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/MQ62817.pdf.
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Taylor, Eileen. "Leading organizational change in higher education." Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3685153.
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<p> Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo? </p><p> An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer & Nohria; Bibler; as cited in Gilley, Dixon, & Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80–90%" (Cope as cited in Gilley, Dixon, & Gilley, 2008, p. 153). </p><p> The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.</p>
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Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.
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<p> Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.</p>
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AlDossari, Sultan. "Overcoming resistance to change in Saudi Arabian organizations| A correlation study between resistance to change and organizational justice." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10251268.
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<p> After 12 years of negotiation, Saudi Arabia joined the World Trade Organization (WTO) in 2005. The impact of joining the WTO has caused many Saudi organizations to change some of their old ways to keep up with competition from all around the world. Foreign investments created a healthy competition that encouraged Saudi Arabian organizations to change, adapt, and thrive in the market. With the need for change, Saudi Arabian organizations are facing employees’ resistance for unknown reasons. The purpose of this study was to analyze the reasons behind resistance to change in Saudi Arabian organizations and suggest approaches to minimize resistance and facilitate successful organizational change. Many researchers have found a relationship between organizational justice and employees’ behavior, especially during organizational change. Additionally, Saudi Arabian culture influences employees’ behavior towards change. Therefore, this correlational study examine the relationship between resistance to change and organizational justice, as well as the relationship between resistance to change and demographic measures in one Saudi Arabian organization. The scales that were used in this study are pre-existing and have been tested for validity and reliability. To measure resistance to change, the researcher used Oreg’s (2003) Resistance to Change Scale, which divides resistance to change into four factors (routine seeking, emotional reaction, short-term focus, and cognitive rigidity), and Colquitt’s (2001) Organizational Justice Scale, which divides organizational into four dimensions (distributive, procedural, interpersonal, and informational). A total of 55 completed surveys were collected with 76.4% male respondents, and 85.5% under the age of 40 years old, which showed how young and male dominant the workforce is in Saudi Arabia. The study concluded that the organizational justice dimensions of procedural and interpersonal justice have a negative significant relationship with employees’ resistance, especially the short-term focus factor. Moreover, from the demographic measures, the age factor also had a significant negative relationship with resistance to change, mostly with the short-term focus factor.</p>
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Paulsen, Neil. "Group identification, communication and employee outcomes during organizational change /." St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16732.pdf.
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Green, Robert Anthony. "Effecting Organizational Change at the Macro Level of Professions." Thesis, Mississippi State University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10640074.
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<p> Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level. </p><p> This dissertation shows that one key to effecting change within a profession is to educate those at the entrant level and thereby effect change with the profession. Over time, these new entrants to the profession will rise to senior positions and be able to effect greater change through the hiring, training, and mentoring processes inherent in the professions and the organizations for which they work. One way to effect change in these entrants is through education in college and professional schools. This study is specifically focused on effecting change in the interdisciplinary field of engineering and public policy. Public policy involves countless infrastructure issues at all levels of government. Engineers are well-versed in dealing with the technical issues of infrastructure but their voice is often lacking at the policy level. Similarly, political scientists are well-versed in policy but are often lacking in a thorough understanding of the technical aspects of the policy. </p><p> Through an introductory course in engineering and public policy, undergraduate students from the seemingly disparate fields of engineering and political science were placed in a common classroom and through lectures, writings, presentations, and guided discussions their attitudes on key areas were changed. Areas studied were professional interest, legitimacy, deference, the public policy process, and education outside of a specific field. Through the process of education, changes in each of these areas was possible. Further, the movement was towards making students in each discipline more open to the input, opinions, and attitudes of others, and specifically in shifting engineers toward a more positive view of the public policy process. Being exposed to these topics and to each other’s thought processes, changes in professional attitudes were made. </p><p> While there is not a specific profession for which any research has been done, the military is used, in places, as an analog to the profession of engineering.</p><p>
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Peplow, Amber Leigh. "Creating change in the SEIU and the AFL-CIO: The role of identity." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/2263.
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The SEIU and the AFL-CIO utilized similar rhetorical strategies in creating identification to further change within their organizations. Despite similar rhetorical strategies, the change efforts differ substantially in terms of success. This dissertation argues that the audience, culture and organizational structure influence the success of the change effort. The dissertation provides implications for rhetorical communication in labor unions.
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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.
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<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>
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Balk, Katherine N. "Change from the inside out in Tanzania| Investigating change in a nonprofit organization in Bagamoyo, Tanzania, through participatory action research." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1542253.
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<p> All over the globe, nonprofit organizations aim to strengthen communities while struggling with the restraints of limited resources. This research study involved Participatory Action Research (PAR) to examine how to build internal capacity in one such organization in Bagamoyo, Tanzania. This study was a partnership between me (the academic researcher) and organizational members and stakeholders of the Baobab Home. Through interviews and meetings, the project focus involved creating written contracts. Over the course of five meetings, contracts were researched, policies and procedures were discussed, and formal contracts were created in Swahili. Findings include a discussion of the role of the outside researcher in the PAR process, as well as the value of partnering with a cultural guide. This study also provides a look at how to use PAR to build capacity within organizations. Finally, there is a review of the project itself, its successes, and its lessons learned.</p>
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Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.
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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).
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Koller, Ronald J. "The nonlinear relationship of individual commitment to organizational change and behavioral support." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645169.
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<p>This study examined the relationships between affective commitment to change (desire), normative commitment to change (obligation), and continuance commitment to change (cost), as predictors of behavioral support for change. Affective commitment to change and normative commitment to change both demonstrated curvilinear relationships with behavioral support. Continuance commitment to change did not. This study also used residualized relative importance analyses, techniques for a full decomposition of the variance in nonlinear regression models. The nonlinear models accounted for more of a change in variance than did the linear regression models. The discussion section includes a scatterplot diagram intended to bridge the gap between scholars and practitioners in that the figure illustrates a range of resistant to commitment behaviors that cause organizational change initiatives to fail. The conclusion provides recommendations for researchers regarding the inclusion of a nonlinear frame when designing organizational change studies, and recommendations for practitioners regarding the damage that compliance is responsible for in organizational change initiatives. </p><p> <i>Keywords</i>: commitment to change, resistance to change, organizational change </p>
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Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://site.ebrary.com/id/10231917.
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Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.
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Kautenberger, John. "Key descriptors of successful change leaders in Mergers and Acquisitions." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3736717.
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<p> Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&A). The majority of M&A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry’s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.</p>
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Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.
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<p> The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.</p>
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Lin, Qi-Yun, and 林綺雲. "Organizational change and transformation ── The organizational case study of declining organization in social change." Thesis, 1993. http://ndltd.ncl.edu.tw/handle/46057121187622081343.
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Lee, Geoffrey, and 李智華. "Proactive Organizational Change." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/01422411554151547237.
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碩士<br>國立臺北大學<br>企業管理學系碩士在職專班<br>90<br>Abstract
Many a scholar believes that there is a definite relationship between organizational change and its leadership. Tichy & DeVanna (1990) pointed out that corporate leadership is a very strong determinant in the success or failure of organizational change program. What kinds of organizational change strategies do different leadership types implement so that an organization is able to reinvent itself and achieve the goal of perpetual existence?
The aim of this paper is to understand how the leader of an organization influences the success or failure of organizational change. We will first look at the issue from the points of view of the leadership as well as the organizational change program itself. We will then discuss the ways in which a leader influences the organizational change strategy and go on to analyze and discuss a case study dwelling on the relationship between leader and organizational change. Through the case study we hope to understand the reason as to why companies initiate organizational change even though they may not be faced with imminent crises. We also hope to understand the role played by the leader in such organizational change, how leader’s personalities and abilities relate to the organizational change programs, and how the environment - both within and without the firm influences leadership style and actions in carrying out such organizational change.
Through analysis of the case in conjunction with relevant materials on principles of leadership and Organizational Change, we can broadly categorize the following points as our findings.
1. Proactive organizational change (where organizational change is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization. Simply put, a leader with foresight is able to use its resources and authority to influence subordinates to achieve organizational change goals.
2. The leader is very likely to adopt management by「Teamwork Management」 as the tools to achieve organizational change goals. They should not lose sight of their mandate. Very often they will emphasize team spirit and try to be sensitive to employees’ feelings and needs as a way to reduce resistance to the change and foster loyalty.
3. During the organizational change, the leader is likely to be both supportive as well as directive in nature. This is usually done without bias and with the maximum objectivity.
4. To successfully implement the organizational change, the leader should have the authority to reduce employee headcount as well as reward where deem fit, they should have a strong trusting relationship with subordinates, organizational structure and responsibilities should be clear and precise, and employees should be aware of job description and responsibilities.
This paper is based on the analysis of the case study. The results are useful references. The results of the study put forth the following preposition for future reference and amendment to suit the situation at the time.
1. Proactive organizational change (where organizational changing is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization.
2. To achieve proactive organizational change, the leader is likely to implement management by 「Teamwork Management」. He/She should not lose sight of their mandate and be sensitive to employees.
3. The leader should be supportive, directive, and unbiased.
4. Leader should have the authority to fire as well as reward employees. They should maintain good relations with employees. The organizational structure and responsibilities should be clear. These are some of the perquisites of a successful organizational change
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LIN, CHIN-CHUEH, and 林金雀. "Investigating Planned Organizational Change in Public Research Organization." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/bnfcv3.
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碩士<br>銘傳大學<br>管理學院高階經理碩士學程<br>106<br>The key to innovative process on the national level is usually characterized by research organization, which plays a crucial role determinant of technology development and industry policy. The most developed countries organized the corresponding actors consisting of enterprises, universities, and government research institutes for achieving a complex missing. Braving the developmental variants, the planed organizational changes are the needed survivability for becoming mature.
In this study, the combination of Kotter 8-step process of leading change on Industrial Technology Research Institute (ITRI) has been investigated. The management meaning of inner- and outer- factors, challenge analysis, corresponding solving strategy, specific practice for promoting organizational change, and finding the successful key point of ITRI changing model are issued. The wild-used in-depth interview of qualitative research was conducted to collect and analyze how ITRI represents the task problems and how seek information to solve them.
The results showed that the change process on ITRI are identical to Kotter 8-step process of leading change. The first four steps are used to loosening traditional hierarchical ways of operating, the 5th to 7th steps are introducing new practices, and the last one is deeply transforming into corporate culture.
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Li, Wei-Lin, and 李瑋琳. "A Study on Organization Change Uncertainty、Organization Change Stress、Perceived Organizational Support and Organizational Citizenship Behavior- Using Bank L as an exmaple." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/5a4mw9.
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碩士<br>國立臺灣師範大學<br>科技應用與人力資源發展學系<br>104<br>The gradual improvement of technology and the e-finance trend that is sweeping the world has had quite an impact on the financial industry. If a bank fails to catch up with this trend and to face the fierce competition in the financial market, its organization would also be heavily impacted by the change in the business environment. For this reason, the ability to increase operational efficiency and competitiveness and to be able to channel this power into an advantage for the bank during this revolution has become vital for financial institutions.
By the above discussions, the main purposes of this research are as follows (1) the correlation between organizational change uncertainty and organizational change stress (2) the correlation between organizational change stress and organizational citizenship behavior (3) the regulating effect of perceived organizational support on organizational change stress and organizational citizenship behavior for a bank during the era of e-finance. The employees of Bank L were used as objects of the research, and the following conclusions were reached after sampling 302 effective surveys: (1) a positive correlation exists between the perception of role capacity, role conflict, reduction in resources and concern over work process and human relationship after organizational change (2) a positive correlation exists between the perception of work uncertainty, role capacity, resources reduction and the concern of position change and personal development after organization change (3) a negative correlation exists between concern over work process and human relationship after organizational change and organizational citizenship behavior-individuals , organizational citizenship behavior-organization (4) perceived organizational support has a moderating effect on organizational change stress and organizational citizenship behavior.
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Farrell, Seonaid. "Adaptation to organizational change." Thesis, 2004. http://hdl.handle.net/2429/15930.
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The dimensional structure of adaptation to organizational change was identified. The
dimensions were related to personality, work attitude, and job stress variables. The research
extends previous research on adaptation to change at work (e.g. Chan, 2000; Pulakos et al., 2000)
by examining adaptation in the context of large-scale organizational change and by empirically
deriving its dimensional structure.
Characteristics of adaptation to organizational change were identified by obtaining
critical incidents of adaptation from 47 managers from four organizations following a merger
and restructuring. A questionnaire was developed from these characteristics to measure
adaptation to organizational change. Data on the questionnaire from 553 managers yielded five
dimensions, which were interpreted and labelled: Supporting Change, Resisting Change, Career
Development, Initiating Effort, and Building Social Capital. Openness, emotional stability,
agreeableness, and positive self-concept were positively related to four of the five adaptation
dimensions. Linear combinations of the personality traits predicted the adaptation dimensions
moderately well (Rs ranged .29 to .42). Work attitude variables were associated with Resisting
Change. Job stress was positively related to Resisting Change and Initiating Effort. Two
second-order factors were obtained, distinguishing between problem-focused and emotion-focused
adaptation dimensions. A taxonomy of adaptation strategies was identified to reveal
how individuals differ in their relative use of the five adaptation dimensions. These strategies
were interpreted and labelled: strategy 1, strategy 2, highly responsive, moderately responsive,
and unresponsive.
Adaptation to organizational change is a multidimensional construct representing
meaningful differences in how employees adapt. The five dimensions appear to differ on the
basis of whether they reflect problem-focused or emotion-focused efforts to adapt. The implications for management practice include both personnel selection and training. Personnel
selection on the basis of personality traits would increase adaptability among employees.
Measurement of adaptation to organizational change among employees would then identify
developmental needs, and training could be designed to meet those needs.<br>Arts, Faculty of<br>Psychology, Department of<br>Graduate
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Lin, Chiang, and 林薔. "Implementing Organizational Culture by Organizational Change: A Case Study of a Preventive Medicine Organization." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/d6ubqq.
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碩士<br>國立臺灣大學<br>商學研究所<br>106<br>When the environment or the goal of the organization changes or the organization is pursuing organizational growth, the leader of an organization may change the policy, operation way or culture by organizational change. When the leader is leading an organizational change, he or she must face many issues of leadership, management or communication even in different kinds of organization. Moreover, they may face resistance and obstacles during the process, too.
This research discusses the leadership styles, management skills and the process of organizational change through the real case, and interviewed with different people in different positions to get their opinion in this organizational change, then uses case-study method to analyze the management issue in this case.
The organization in this case is a preventive medicine organization, and the vice general manager, Mrs. T, wanted to implement their organizational culture in their organization, so she decided to lead an organizational change, and in the end she succeeded. This research wants to analyze this successful case and hopes the result of this research can be the reference of other leaders when they want to initiate an organization change.
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Steve, C. H. Chen, and 陳嘉禧. "Leading change trend-Organizational Change and Organizational Learning; A Case Study at Corning." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/35176710949780177738.
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碩士<br>國立交通大學<br>管理學院高階主管管理碩士學程<br>96<br>Change will not be changed in 21st century. In knowledge economic, companies know the importance of self organizational development, thus they do organizational change and organizational learning proactively or reactively to meet organizational needs. External environment changes all the time including product, price, life-cycle shortened, and they all show us the importance and demand of organizational change. So doing organizational change and learning is compulsory in the reality now.
The research is a case study at cross country US company to know,
1. The reason why we need to do organizational change.
2. The process and result of organizational change.
3. The vital few of organizational change.
4. The role of learning in organizational change.
The research did come out 25 findings, and 3 for reason, 14 for process and result, 5 for vital few and 3 for role of learning.
All findings can be analyzed based on past theory, and they can be used in future research.
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Hsu, Yao-sheng, and 許耀昇. "The Study of Organizational Change, Organizational Innovation and Organizational Structure on Organizational Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/65642147796309471852.
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博士<br>國立成功大學<br>企業管理學系碩博士班<br>96<br>To operate successfully in free market conditions, organizational changes had to take place in to increase companies their organizational performance and to compensate for the economic fall. Within the commercial sector however, organizations increasingly encompass the concepts of organizational change and innovation as they are seen as key drivers that can help them to maintain or develop their market. In addition, when organizations faced with the bottleneck, they also can adjust the organizational structure to improve organizational performance. There were some studies about organizational structure and innovation pointed out that, the organizational structure can reflect the degree of organizational change and innovation which the enterprise was accepted. The purpose of this study is to discuss the relationship between organizational change, organizational innovation, organizational structure and performance.
The survey sample is based on all firms in Taiwan, including Government-Owned Enterprises. We sent out 500 questionnaires totally and received 329 valid questionnaires（65.8%）. To test hypotheses, we used t-test, MANOVOA, correlation analysis, factor analysis and multiple-regression analysis.
The results of this study revealed that the effect of organizational change is positively significant to organizational performance. The effect of organizational innovation is positively significant to organizational performance. Formalization is positively strengthen the management innovation to financial performance, and others are negative to organizational performance. Form the results we can know that adjusting organizational structure can help the development of organizational change and innovation.
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Yang, Shih-Chieh, and 楊詩婕. "Exploring the Relationships among Organizational Communication,Anticipated Organizational Changes Uncertainty and Resistance to Change." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/sk6j5z.
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碩士<br>國立臺灣海洋大學<br>航運管理學系<br>103<br>With the rapid changing of international financial environment and highly correlate to global finance market, it is inevitable trend of Taiwan’s financial industry liberation and internationalization. Due to the keen competition environment, and organization’s overseas business exploration, financial industry launch organization change as strategy to improve competitiveness. There are impact factors of implementing organization change, firstly, having a good change plan and effective execution, next, face to face communication with team members, furthermore, information transmission and team members’ recognition and attitude, finally, team members’ feedback and behavior for organization change. Therefore, this study research, the influence of frame work of organizational communication, uncertainty of predicting change, then resistance to change, and organization communication with resistance to change under organization change, and build theory framework of this study.
Interviewees of this research are working for domestic financial industry, and there are effective 298 of total 320 polls. At first, SPSS software will be used to data analysis for basic information. Later correlation coefficient analysis will be explained if there is obvious relation to variations, finally hierarchical regression will be discussed to study if showing evident impact. The results of investigation list as follows:
1. Organizational Changes Uncertainty, it shows negative correlation for loss of communication mechanisms toward anticipated Organizational Changes Uncertainty and reduction of resources. It shows negative correlation for skills and efficiency of communication toward unsafe feeling of uncertain anticipation of changes.
2. Regarding factors to anticipated Organizational Changes Uncertainty and Resistance to Change, it shows positive correlation of each factor for anticipated Organizational Changes Uncertainty and resistance, but is also shows positive correlation for loss ofanticipated Organizational ChangesUncertainty, resources reduction and changes resistance toward negative emotional behavior.
3. Regarding factors to organizational communication and resistance of organizational change, it shows negative correlation for the skill and efficiency of communication toward organizational changes resistance, it also shows negative correlation for communication mechanisms and emotional behavior by resistance of organizational communication.
According to the study, it is helpful for organization change effiectivenessif executors concern team members’ resistance for organizational change, and have good communication to explain and pursue team members to understand and accept finally.