Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

scholarly journals Usage of technology enhanced learning tools and organizational change perception

2012 ◽  
Vol 9 (1) ◽  
pp. 285-302 ◽  
Author(s):  
Mladen Cudanov ◽  
Gheorghe Savoiu ◽  
Ondrej Jasko
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Technology Enhanced Learning ◽  
Learning Tools ◽  
Change Perception ◽  
Management Processes ◽  
The Social ◽  
Enhanced Learning ◽  
Knowledge Management Processes

This paper presents an analysis of organizational changes perceived by the employees in the organizations where Technology Enhanced Learning was facilitated by tools such as wiki, (we)blog, the Internet forum and the social network, practice often considered as Elearning 2.0. Our research focuses on the technologically advanced organizations, leaders in the CT and IS adoption. We specifically observe the perception of influence on the organizational structure, organizational culture and the knowledge management processes in the organization. Our findings are that the TEL tools are perceived to have a noteworthy impact on the organizational change in the three mentioned areas, and that the perception of change significantly differs in dependence on whether the employees are regular or are not regular users of organizational structure and knowledge management processes.

Organizational Change Management

2021 ◽  
pp. 1750-1769
Author(s):  
Nwachukwu Prince Ololube ◽  
Dennis Ogutum Ololube
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Faculty Perceptions ◽  
Organizational Factors ◽  
Business Environment ◽  
Leadership Perception ◽  
Individual Employee ◽  
Management Processes ◽  
Change Matrix ◽  
Employee Groups

Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

scholarly journals Fuzzy Evaluation of Change Management Processes in the Context of Enterprise Sustainability

2019 ◽  
Vol 11 (22) ◽  
pp. 6310
Author(s):  
Tetiana Vlasenko ◽  
Anatolii Hatsko ◽  
Tetiana Larina ◽  
Yevhen Hryn ◽  
Dalia Streimikiene ◽  
...  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Fuzzy Evaluation ◽  
Sustainable Change ◽  
Linguistic Terms ◽  
Organizational Change Management ◽  
Effective Implementation ◽  
Management Processes ◽  
Proposed Model ◽  
Expert Analysis

Enterprise sustainability can only be ensured by taking into account the dynamics of the environment, which requires effective implementation of changes. Organizational change management is seen as the interaction of the groups of processes: direct implementation and the processes of managerial influence on their implementation. The article seeks to develop a framework for evaluation of change management processes based on the fuzzy logics. The expert analysis was carried out to develop fuzzy rules based on the linguistic terms (high, medium, and low). The database of rules for assigning an enterprise to the appropriate level of organizational change management has been developed (243 rules). The proposed model was applied to the case of Ukrainian agricultural machinery companies. The results allowed identifying the bottlenecks for the companies under analysis in seeking sustainable change management.

Organizational Change Management

2017 ◽  
Vol 4 (1) ◽  
pp. 25-42 ◽  
Author(s):  
Nwachukwu Prince Ololube ◽  
Dennis Ogutum Ololube
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Faculty Perceptions ◽  
Organizational Factors ◽  
Business Environment ◽  
Leadership Perception ◽  
Individual Employee ◽  
Management Processes ◽  
Change Matrix ◽  
Employee Groups

Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

„Gesund durch Veränderungsprozesse?!“ Belastung und Erschöpfung von Führungskräften in Change-Management- Prozessen / “The demanding nature of selling change” – On vital exhaustion of executives in change management processes

Arbeit ◽  
2014 ◽  
Vol 23 (2) ◽  
Author(s):  
Bernd Kriegesmann ◽  
Thomas Kley
Keyword(s):  
Change Management ◽  
Vital Exhaustion ◽  
Management Processes

AbstractTiefgreifender Wandel ist in vielen Unternehmen permanent „in Arbeit" - Erfolg und Misserfolg liegen dabei jedoch häufig eng beieinander. Riskante Implikationen bestehen nicht zuletzt in den Auswirkungen von Change auf die Gesundheit der beteiligten und betroffenen Akteure. Dieser empirische Beitrag beschreibt das Belastungsempfinden und den Erschöpfungszustand von 133 Führungskräften, die zu konkreten Change-Prozessen schriftlich befragt wurden. Gestaltungsmöglichkeiten an der Schnittstelle von Prävention und Change-Management werden diskutiert.

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