ABSTRACT
This study focused on change management as a strategy for organizational growth in the Manufacturing sector in Enugu State. This study sought to evaluate the effects of change in manufacturing sector, identify the forces for  change in manufacturing sector, determine the effect of managing change in manufacturing sector, determine the extent to which resistance to change affects organizational growth in the manufacturing sector  and find out the role of communication in managing change. To accomplish the aim of the study, five hypotheses were formulated to direct the major activities of the research. The study adopted survey research design. A stratified sampling method was used in selecting the manufacturing sector in Enugu State. The organizations selected were Sharon Paints and Chemical Company (Nig) Ltd, Nigeria Bottling Company PLC (NBC) and Seven-Up Bottling Company PLC. A sample of 314 respondents was determined from the population of 1,450 drawn from the management and non-management staff of the selected organizations using Taro Yamane’s sample size determination method. The sources of data for the study were primary and secondary. The questionnaire was structured in five-point Likert scale. Content validity approach was used to ensure that the variables measured were all covered. The instrument was checked for reliability using test-re-test method. The result gave reliability co-efficient of 0.99. The hypotheses were tested using Chi-Square and Z-test. Findings indicate that change improved performance and facilitate organizational effectiveness in manufacturing sector in Enugu State, technological advancement, culture and competition are forces for change in the manufacturing sector in Enugu State, managing change reduced resistance to change in manufacturing sector in Enugu State, furthermore, resistance to change to a high extent affects organizational growth in manufacturing sector in Enugu State and also,communication has a significant role in managing change in Enugu State. In the recommendation, (1) install effective communication strategy which would bridge any gap in the understanding of change benefits and its implementation strategy. (2)Management of organization should endeavor to involve employees in the change management and decision making. (3) Effective education, training and skill upgrading scheme for the organization. (4) Provide personal counseling to staff members (if required) to alleviate any fears related to change. (5) Monitoring of the implementation, fine-tuning and reinforcement to retain the change once it has been made.
TABLE OF CONTENTS
Title Page i
Approval page                                                                                                    ii
Certification iii
Dedication iv
Acknowledgments v
Abstract vi
Table of Contents                                                                                           vii
List of Tables                                                                                                           xi
List of Figures                                                               xiv                                                                                                                Â
CHAPTER ONE: INTRODUCTION
1.1      Background of the Study                                                                    1
1.2      Statement of the Problem                                                               2
1.3      Objectives of the Study                                                                    3
1.4      Research Questions                                                                           4
1.5      Research Hypotheses                                                                       4
1.6      Significance of the Study                                                                     5
1.7      Scope of the Study                                                                           5
1.8      Limitations of the Study                                                              6
1.9      Definition of Key Terms                                                             6
References
CHAPTER TWO: REVIEW OF THE RELATED LITERETURE
-      Concept of Change                                                                              8
2.2      Concept of Organizational Growth                                                       9
2.2.1   Ways in Which Organizations Achieve Growth                             10
- Problems Encountered with Organizational Growth                             12
- Forces that Exert Pressures for Change On Organizations            13
2.3.1   Forces for Change                                                                                14
2.3.2   Strategies for Successful Change                                                            15
2.3.3   The Change Process                                                                            16
2.4      Managing Change                                                                                 17
2.5      Resistance to Organizational Change                                                 20
2.5.1   Organizational Change, Fear and Uncertainty                               21
2.6      Change and Management Theory                                             21
2.6.1   The Nature of Organizational Change                                                22
2.7      The Role of Communication in Organizational Change                     23
2.7.1   Effective Communication in Organizational Change           23
2.8      Change Management                                                                     26
2.8.1   Change Management Models and Approaches                           27
2.9      Effective Leadership and Organizational Change                 33
2.9.1 Steps for Change 33
References
CHAPTER THREE: RESEARCH METHODOLOGY
3.0      Introduction                                                                                        37
3.1      Research Design                                                                             37
3.2      Sources of Data                                                                           37
3.3      Population of the Study                                                                         37
3.4      Sample Size Determination                                                                    38
3.5      Description of the Research Instrument                                           41
3.6      Data Analysis Techniques                                                                 41
3.7      Validity of Study Instrument                                                           41
3.8      Reliability of Study Instrument                                                                42
CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION
4.1      Data Analysis and Presentation                                                     44
4.2      Testing of Hypotheses                                                                                    60
4.3      Discussion of Findings                                                                 66
CHAPTER FIVE: SUMMARY OF MAJOR FINDINGS, CONCLUSION, RECOMMENDATIONS AND CONTRIBUTION TO KNOWLEDGE
5.1      Summary of Major Findings                                                                     79
5.2      Conclusion                                                                                               79
5.3      Recommendations                                                                             80
5.4      Contribution to Knowledge                                                 81
5.5      Suggested Area for Future Research                                                       82
Bibliography 83
Appendix 86
LIST OF TABLES
TABLEÂ Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PAGES
4.3.1   Responses to change improve performance and facilitate organizational Effectiveness                                                                      46
4.3.2 Responses to change enhance individual development and improve
organizational performance                                                           47
4.3.3 Responses to change create fear, uncertainty and resistance in employee 47
4.3.4 Responses to change makes organization to be extremely flexible to
adapt to changes and meet demands of their customers 48
4.3.5 Responses to change enhance employees skills and increase productivities 48
4.3.6 Responses to technology changes is a force for change 49
4.3.7 Responses to when projects or programmes are evaluated, a need
to change is identified                                                                                             49
4.3.8   Responses to changing interest rates and increase in competition brought about forces for change                                                          50
4.3.9 Responses to political, cultural diversity and societal values are some
 pressures for change                                                                                  50
4.3.10 Responses to the interests and needs of the people in your environment/community lead to change                                           51
4.3.11 Responses to managing change make organization to survive and grow 51
4.3.12 Responses to managing change empowered employees to
accept and embrace changes 52
4 .3.13 Responses to managing change help employee to overcome resistance to change in organization                                                            52
4.3.14 Responses to managing change help employee to deal with anxiety that is a natural respond to change                                                   53
4.3.15 Responses to managing change is a means employers use to move their organizations forward                                                       53
4.3.16 Responses to resisting to change to a high extent affect organization
growth in the manufacturing sector                                   54      Â
4.3.17 Responses to resistance to change create context for both the change initiative and the responses to it in organization                              54
4.3.18 Responses to resistance to change result in loss of royalty, loss of motivation, increase mistakes increase absenteeism in organization  55
4.3.19 Responses to resistance to change to a high extent result in excessive waste in organization                                          55
4.3.20 Responses to resistance to change to a low extent affect organizational growth 56
4.3.21 Responses to effective communication bridge any gap in understanding change benefits and its implementation strategies                                                                 57
4.3.22 Responses to communication is the context within which change occurs 57
4.3.23 Responses to communication provide adequate information to employees on the need for change in order to gain their support                                                          58
4.3.24 Responses to communication has a significant role in managing change 58
4.3.25 Responses to effective communicate is one of the key drivers of employee commitment to change                                                                                              59
LIST OF FIGURES
FIGURES Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PAGES
2.8.2                          Action Research Process                            31
2.8.3                           Detailed Action Research Model                                    32
5.1                              Change Management Model                                           81
CHAPTER ONE
                                                          INTRODUCTION
BACKGROUND OF THE STUDY
Modern organizations operate in a global competitive and an ever-changing environment. They lose their effectiveness and competitiveness if they follow the traditional way of management. These organizations are expected to apply new solutions to the whole management system. The methods of management (Lean Management, Outsourcing, Spin Off, Agile Management, Just in time…) are to make the organizations more flexible, so as to quickly and painlessly adapt to the new market requirements and expectations which result in organizational growth (Grzybowska, 2005: 976)
Thus new trends in changes management appear. Only yesterday, change was perceived as a risk. At the moment change is regarded as an opportunity. Only yesterday a good idea for company operation could be given by a specialist. Now, a good idea may come from various sources. Eventually, change itself is subject to changes. Few organizations may perceive change as an example of disruption of otherwise peaceful world. Too many things are changing too fast for the managers of any organization to afford to be calm (Robbins, 1997: 719).
Changes exist in both the external and internal environments. To be successful in dynamic environments, organizations must be willing to expend considerable amounts of energy in examining fundamental questions to the organization. In the last half century, there has been great interest in the process of planned change and the role of individuals in creating change. This is described in three phases: unfreezing, the stage during which a person becomes ready to learn or acquire a new behavior, perhaps by recognizing the ineffectiveness of a current behavior or by learning about the benefits that would accrue if the new behavior were implemented, changing itself, which will involve a trial period during which the person familiarizes him or herself with the new behavior and refreezing which occurs as the new behavior becomes habitual or ingrained with the individual. Change is an even greater reality in contemporary life; it is occurring at an accelerated pace, and there is almost no likelihood of slowing the pace of change. No longer is it possible to focus on “business as usual.” As organizational environments exert pressure for change, organizations must adjust if they are to survive and prosper. Most firms desire growth in order to prosper, not just to survive. The challenge for today’s managers is to learn to manage change effectively for organizational growth. (Westover, 2010: 885)
Workers at all levels of an organization, be they top levels, junior levels, or operatives, recognize that change is inevitable. However, the successful implementation of organizational change in response to changes in an organization can be one of the greatest challenges top-level leaders face. Regardless of how far-seeing and meticulously planned organizational change may be, it will not be effectively implemented unless it is communicated to an organization’s staff in such a way that resistance is overcome, fears are assuaged, confusion is minimized, and buy-in by all affected individuals is secured (Gordon, 2006: 224).Â
STATEMENT OF THE PROBLEM
