ABSTRACT
The issue of
change has always been a recurring one in organization. Management has always had problems in
initiating change in organizations because employees prefer to stick to the old
method of doing things. This project
took a look at five firms to examine how change can be managed in these
organizations while also getting the employee involved in the change
process. In achieving this objective, a
number of research tools were employed such as the questionnaire, oral
interviews etc. In the course of this
study, the researcher discovered that though employees would most times resist
change, that there were processes to be taken in order to reduce this resistance
to change, one of which was to ensure employee involvement in the change
process. It was conclusively deduced
that managing change is a dynamic process which requires being constantly tuned
in to what is happening around and monitoring the process carefully. This study
recommended that for effective change process in organizations, top management
must be committed to the change process; and most importantly the parties that
would be affected by the change must be involved in the change process thus
resistance to change will be reduced. It is the belief of the researcher that
this study will become a reference tool for managing change in organizations.
TABLE OF CONTENTS
CERTIFICATION ii
APPROVAL iii
DEDICATION iv
ACKNOWLEGEMENTS v
LIST OF TABLES
ABSTRACT vi
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 3
1.5 Hypotheses of the study 4
1.6 Significance of the study 5
1.7 Scope of the study 5
1.8 Limitations of the study 6
1.9 Profile of Selected Organizations 6
1.10 Operational Definition of Terms 8
References 9
CHAPTER TWO:
REVIEW OF RELATED LITERATURE
2.1 Introduction 10
2.2 Conceptual Framework 10
2.3 Theoretical Framework 11
2.3.1 The Need for Change 11
2.3.2 Preparing Organisational Change 12
2.3.3 Types of Change 13
2.3.4 The Process of Organisational Change 15
2.3.5 The Management of Change 18
2.3.6 Strategies for Managing Change 22
2.3.7 Why Change Initiatives Fail 24
2.3.8 Reducing Resistance to Change 25
2.3.9 Models of Change 27
2.3.10 Organisation Development 28
2.4 Empirical Review 30
2.4.1 Stallionet Nigeria 30
2.4.2 Community Pulse Newspapers 30
2.4.3 Anchor Insurance Company Limited 30
2.4.4 Oak Pensions 31
2.4.5 Platonica Architects 31
2.5 Summary 31
References 32
CHAPTER THREE:
RESEARCH METHODOLOGY
3.1 Introduction 33
3.2 Research design 33
3.3 Sources of Data 33
3.4 Population of the Study 33
3.5 Sample Size Determination 35
3.6 Questionnaire Design 35
3.7 Administration of Questionnaire and Data Collection 35
3.8 Validity of Research Instrument 36
3.9 Reliability of Research Instrument 36
3.10 Method of Data Analysis 36
3.11 Summary 37
References 38
CHAPTER FOUR:
DATA PRESENTATION AND ANALYSIS
4.0 Introduction 39
4.1 Data Presentation 39
4.2 Analysis of Data 39
4.3 Testing of Hypotheses 55
CHAPTER FIVE:
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of major findings 70
5.2 Recommendations 70
5.3 Conclusion 72
5.4 Areas for Further Study 72
BIBLIOGRAPHY 73
APPENDIX 1 75
APPENDIX II 76
APPENDIX III 80
APPENDIX
IV
82
LIST OF TABLES
Table 4.2.1: Distribution of Respondents by Age. 39
Table 4.2.2: Distribution of Respondents by Sex. 40
Table 4.2.3: Academic Qualification of Respondents 40
Table 4.2.4: Position of Respondents in Organisations 41
Table 4.2.5: Number of years you have worked with your
Organisation 41
Table 4.2.6: Your Organisation needs change in certain areas to improve the organisation’s ability to meet and satisfy customer’s needs                                        42
Table 4.2.7: Employees are likely to resist change in your
Organization 43
Table 4.2.8: Employees resist change in an organization due to
fear, mistrust, misunderstanding and poor
communication system 43
Table 4.2.9: Management’s involvement of employees in the
organizational change process is a proper method for
initiating organizational change 44
Table 4.2.10: Education, Negotiation, Participation in the change
process, and cooperation are measures that can be adopted by management to reduce employee’s resistance to change 45
Table 4.2.11:       Effectiveness of the change process can be enhanced by involvement of the parties’ beneficiary to the change                                                                 46
Table 4.2.12: The Management of your organization should come
up with change as often as the need arises 46
Table 4.2.13: Your organisation’s performance is strongly influenced
by employees’ willingness to adopt to change 47
Table 4.2.14: Effective communication between management
and employees enhances quick adaptation to organisational change 48
Table 4.2 15 What is your highest educational qualification? 49
Table 4.2.16 What is your current position in your organisation? 50
Table 4.2.17 What do you understand by change? 50
Table 4.2.18 What is your view about periodic change in your
Organisation? 51
Table 4.2.19 Is Change really necessary in your Organisation? 51
Table 4.2.20 What aspects of Change do you think your
Organisation should particularly focus on? 52
Table 4.2.21 Is your Organisation moving with global trends
as regards the matter of Organisational Change? 53
Table 4.2.22 Do your fellow employees share the same opinion
with you as regards the matter of organisational
Change? 53
Table 4.2.23 Do you think your customers/clients are satisfied with
your Organisation’s current method of operations? 54
Table 4.2.24 What is your advice to your organisation as
Regards Change? 55
Table 4.3.1: Observed Frequency Table
Table 4.3.2: Expected Frequency Table 57
Table 4.3.3: Calculation of Chi-square Table 57
Table 4.3.4: Observed Frequency Table 59
Table 4.3.5: Expected Frequency Table 60
Table 4.3.6: Calculation of Chi-square Table 60
Table 4.3.7: Observed Frequency Table 62
Table 4.3.8: Expected Frequency Table 62
Table 4.3.9: Calculation of Chi-square 63
Table 4.3.10: Observed Frequency Table 64
Table 4.3.11: Expected Frequency Table 65
Table 4.3.12: Calculation of Chi-square 65
Table 4.3.13: Observed Frequency Table 67
Table 4.3.14: Expected Frequency Table 67
Table 4.3.15: Calculation of Chi-square 67
Table 4.3.16: Table Summary of Tested Hypotheses 69
CHAPTER ONE
INTRODUCTION
- BACKGROUND OF THE STUDY
Change is pervasive in our society and a fact of life in organisations. The impetus to change comes from the environment. Change is about survival and it is especially necessary in organisations that wish to prosper in a volatile, uncertain, complex, and ambiguous environment. Powerful forces in the environment are pressuring public and private organisations to alter permanently existing structures, policies and practices (Ezigbo, 2011:177).
Organisational change is about making alterations to the organisation’s purpose, culture, structure and processes in response to seen or anticipated changes in the environment. Management of change is all about identifying and embedding in the organisation those changes that will ensure the long term survival of the organisation.
Change affects every aspect of life, thus taking a proactive approach to change is the only way to take charge of the future, either as an individual or as an organisation. For organisations, changes are the way to stay competitive and to grow. Managers introduce change to solve organisational problems such as low productivity, laissez-faire attitude, conflicts, etc (Heller, 1998:7).
Change and Change management are concepts that have in recent times assumed greater importance in organisations; this is because Change remains the most certain phenomenon in the life of an organisation. In this regard, organisations must consciously plan for managing Change if the benefits to be derived are to be maximized. In various organisations, there are both internal and external forces to change. Internal forces to change are those which come from within the organisation for which there is reasonable measure of control, External forces to changes are those which come from outside the organisation for which the organisation has little or no measure of control.
Managing change is a persistent challenge which must be met in order to promote progressive organisational performance, since this is so, a strategic manager must develop sensory networks, select the type of change, create the vision, alert the organisation, communicate the vision, create a sense of the urgency, manage the planning and execution process, empower others to act on the vision, plan to overcome resistance, consolidate improvements and institutionalize change.
- STATEMENT OF THE PROBLEM
