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Review of International Comparative Management Volume 13, Issue 1, March 2012 5
The Impact of Change Management in Organizations –
a Survey of Methods and Techniques for a Successful Change
Marian NĂSTASE
1
Marius GIUCLEA
Oliviana BOLD
Keywords: change, change management, environment, organizational culture,
development, methods, manager, personnel.
JEL classification: M12, M14, M51.
Introduction
No generation from anywhere in the world, can not hope to grow by the
same political, economic, social and psychological patterns as the previous
generations. In a world of a constant motion and change, nothing is more stable
than the change: it is an objective process that can not be ignored. It is important to
predict the change, to act for the change, to drive the change process so that it will
be reflected in positive results. The change management in the organization is
exactly considering that fact.
1 Marian NĂSTASE, Bucharest Academy of Economic Studies, Romania,
E-mail: nastasemarian@yahoo.com, Telephone: +4 021 31 91 967, Fax: : +4 021 31 91 967
Marius GIUCLEA, Bucharest Academy of Economic Studies, Romania,
E-mail: mgiuclea@yahoo.com, Telephone: +4 021 31 91 967, Fax: : +4 021 31 91 967
Oliviana BOLD, Universitatea Craiova, Romania
E-mail: olibold@yahoo.com , Tel: +4 0724.182.802
Abstract
The change management includes the control of the change in the
organization and its flexible adaptation to the constant changes. This paper issues
from the idea that which desires to adapt to the external environment and especially to
the progress, must accept the change and respond to them in a quick and responsible
way. The approach of this paper is placed on two distinct levels of analysis. The first
one summarizes a theoretical level and aims the presenting of the main elements,
methods and instruments operating the organizational change. The second level is
more complex, aims the practice and is represented by a case study conducted in
several business organizations. Starting from the fact that organizations are, first of
all, open social systems, and changes undoubtedly are made only by people, we can
affirm that the human dimension regarding the change is critical, through the fact that
the attitude and the action lead to the success or to the failure of the change.
Volume 13, Issue 1, March 2012 Review of International Comparative Management 6
The new economy led to structural changes in the manufacturing ways, the
strategic stakes, in the power relationships and those among states, governments,
companies and individuals (Bibu N, Năstase M., Gligor D., 2010, p. 767).
The analyzed organizations in this paper have very clearly defined rules
and regulations, but also have specific problems and frustrations. Referring to the activity optimization problems, it is widely recognized that the penetration into the life and work of a relatively homogeneous communities of projects and ideas - no matter how legitimate, justified or natural they might be – encounters a great difficulty and resistance, often perfectly justified, where jams occur due to the fact that the people involved in the change have social inadequate representations or are in contradiction with the proposed change (Green, M., 2007, p. 83).
1. Objectives of the research
The purpose of the change process refers essentially to the analysis and the
assessment of the present condition and the possibilities, or of the capacity to achieve change. By default, to remove obstacles and to identify the inconsistencies or the redundancies - as a prerequisite for moving to a high-quality state - a X-ray in-depth of the socio-causal complex is required, that gives rise to the diversity of attitudes, opinions and behaviors, specific to both employees of the management level and of the operational and execution level, both within the institution and with the relationship with the stakeholders, with the society as a whole (Sharma R, 2007, p.138). The organizational analysis and the diagnostic studies, although not yet sufficiently exploited, provide significant information to that direction. The objectives of the research follow: 1. Capturing those aspects of the transformation of the organizations that influence the personnel in terms of the human factor, the professional performance and the resistance to change (conservatism); 2. Setting the roles and the responsibilities of the change agents; 3. Identifying the factors which determine the manager to plan, act, monitor and implement the change; 4. Identifying the obstacles which prevent the implementation of the change in the organizational environment; 5. Structuring the methods to combat the feeling of dissatisfaction; 6. Setting of the elements leading to a culture of change; 7. Improving the personnel attitudes and perceptions towards change; 8. Making change at all levels of the organization (managers and employees).
2. Research Hypotheses
1. We assume that the change starts with the manager; 2 We suppose that in the change process both manager and all employees
must be involved; 3. We suppose that the personnel will show resistance to the change;
Review of International Comparative Management Volume 13, Issue 1, March 2012 7
4.We assume that the resistance to change is manifested stronger among the employees with seniority (over 10 years) in the system;
5.We suppose that the cultural values and the environment favor the transformation of the human resources.
3. Used methods and techniques
3.1. The description of the models
In the following, we’ll continue presenting the human resources change management models, which can be useful in managing change within
organizations, starting on the fact that human resources are active, productive and
creative; people are the engine of economic results (Bold O, 2011, p.74).
We used two questionnaires on a lot of 152 people, who are working in
SMEs. Of the 152 subjects, 50 are managers and the rest are employed.
1. Questionnaire no. 1 „Attitude toward change”. We chose this
questionnaire because of the fact that organizations are in a period of intense
transformation, are a part of a comprehensive development process and must
respond to the new environmental changes, restrictions, requirements and emerging
opportunities. In turn, people must change; they need to acquire new knowledge, to
tackle new tasks, to improve the level of competence, to change their work habits,
values and attitudes toward the work mode of the organization.
Basically, there can’t be a real change in the organization without a change
of attitude of each individual who operates in this community. Questionnaire scales
are, as follows:
“personnel” scale: identify, first, the human values - improving employee
motivation, improving communication, optimization of the relations between
bosses and subordinates and relationships between employees, increasing personal
involvement; achieving social change through intervention on the social system, on
the working conditions and the degree of staff satisfaction. Due to this fact, more
and more attention has been paid to the work environment, attitude toward people,
urban green areas, especially because of their numerous functions, such as:
maintaining the health as well as their amusement, social, aesthetic and ecological
functions (Colesca S., Alpopi C., 2011, p.45).
“efficiency” scale: identify the values of efficiency/ productivity
(collective performance improvement, organization work more efficiently,
improving service quality, better strategies to address and fulfill the tasks); achieve
change by activating the related values of efficiency, organization and efficiency.
“conservatorism” scale: identifies conservative opinions in favor of
keeping the existing situation, the current state which is considered satisfactory and
without major changes.
2. Questionnaire no. 2 „Evaluation of the organizational culture”. This
survey points out that the responsiveness to change can not be created overnight
and it is useful in demonstrating the elements that make up the organizational
culture, which correspond to Iceberg Model.
Volume 13, Issue 1, March 2012 Review of International Comparative Management 8
Positive experiences involving numerous changes are needed before people
learn to be afraid, to take risks, to break with the past and to be confident that the
transformation will bring something better.
If the employees or even the managers had previously negative experiences
related to how successful change has been within the organization, unfortunately, a
quick solution in the next day, won’t be found immediately.
The questionnaire provides some points for rapid assessment of the
organization: the climate will be able to stimulate receptiveness to change? In this
way, we will be able to identify warning signs and action points.
Figure 1. Change Management Iceberg
Source: Sârghi S., nr.1/2010
3.2 The analysis, processing and interpretation of results
For Questionnaire no. 1 „Attitude toward change” revealed the following data:
“personal” scale Table 1. “Personal” scale
DIMENSION
Very highly
developed/
never
requested
Highly
developed/
little
requested
Strong
enough
developed/
sometimes
requested
Poor enough
developed/
often
requested
Poor
developed/
very strong
requested
Extremly
poor
developed/
always
requested
"PERSONAL" Factor
1 - 1,7 1,8 - 2,3 2,4 - 4,4 4,5 - 5,6 5,7 - 6,7 6,8 - 7
Review of International Comparative Management Volume 13, Issue 1, March 2012 9
It is obvious that the majority of the people were affected in some degree by the transformations which took place within the organizations. But, after
analyzing the results, we found that no people were framed in the first two and the
last dimension. The first two dimensions have a low score, which means these are
strong developed dimensions; employees are not consider any emergencies to
change; the initiatives are not a necessity or a priority for business strategy, so the
result is the rejecting of these initiatives. The last dimension, which has a high
score, has a poor developed dimension; the personnel believes that the action must
be taken in this regard; they want measures in this direction, considering the
beneficial initiatives necessary or urgent, so the result is the acceptance of the
initiatives.
Nevertheless, the majority of the people obtained a score which frames
them in the “often requested” and “very strong requested” dimensions. These
results refer to the fact that the people questioned are open to change, they feel the
need for change, they strongly believe that the transformations will determine
benefits and improvement of the personnel satisfaction degree and of the
workplace conditions. So, 43% of the respondents have the “personal” dimension
very strong requested, while 57% of them say that the “personal” dimension is
often requested.
Figure 2. Personal Factors
“efficiency” scale
Table 2. “Efficiency scale”
DIMENSION
Extremely
strong
developed/
never
requested
Strong
requested/
little
requested
Strong
enough
developed/
sometimes
requested
Poor enough
requested/
often
requested
Poor
requested/
very strong
developed
Extremly
poor
requested/
always
requested
"EFFICIENCY" Factor
1 - 1,8 1,9 - 2,4 2,5 - 4,1 4,2 – 6 6,1 - 6,9 7
Personal Factors
57%
43% often requested
very strong
requested
Volume 13, Issue 1, March 2012 Review of International Comparative Management 10
In terms of the “efficiency” scale, after analyzing the responses, it revealed that no people were framed in the first three dimensions, concerning the efficiency requested never, little or sometimes. It is obvious that within the organizations, each employee is required to increase workplace efficiency; effectiveness evaluation of the employees and the development plans are the results of all’s work. The performance evaluation is the main activity, based on the determination of the degree to which employees of an organization effectively perform their duties and responsibilities.
Analyzing further the data, we realized that the subjects obtained an average over 4,3 points, coming under the dimensions: “often requested”, “very strong requested” and “always requested”. So, 53% from the subject came under the “often requested” dimension, trying to achieve change through actions related to organization, effectiveness, efficiency. These employees are able to give up some aspects, while others do not change. It is also obvious that with more successful experiences of transformation in the past, the change is simpler to be done and the employees are more apt to give up the past. 35% from the subjects came under 6,1 and 6,9 points, which means their dimension is “very strong requested”. And finally, 12% from the subjects came under an average of 7 points, which means that they have an “always requested” dimension, which may indicate that sometimes the need for radical changes it is felt, in order to improve individual and collective performance, more efficient organization of the work, adoption of better strategies to address and fulfill the tasks; this means to achieve change through activation of the values related to efficiency, organization and efficiency.
Figure 3. Efficiency Factors
“conservatorism” scale
Table 3. Conservatorism Scale
Extremely
conservative/
no change
Conservative
/
few changes
Rather for
keeping
Rather for
change
Revolutionary/
big changes
Extreme/
radical
changes
1 - 2,4 2,5 - 2,9 3 - 4,2 4,3 - 5,3 5,4 - 6,7 6,8 - 7
Efficiency Factors
53%35%
12% often reqested
very strong
requested
always requested
Review of International Comparative Management Volume 13, Issue 1, March 2012 11
After analyzing the attitude toward change, we obtained the following
results: 1% of the subjects are for “no change”, 11% for “few changes”, 23%
“rather for keeping”, 43% are for “rather for change”, 13% are for “big changes”
and 9% are for “radical changes”.
The lowest scores were obtained exclusively by the employees older than
10 years within organizations. They have conservative views in favor of keeping
the existing situation; the current state is considered satisfactory; without major
changes; they feel unable to agree or to make any changes, as insignificant they
might be.
The highest scores were obtained by the people who have revolutionary
opinions, favorable to change; they reject the actual unsatisfactory situations and
they are for the radical changes. They are comfortable with the attitude toward
change.
But, most of the subjects came under the 2,7 and 5,6 points. They accept
that we live in a world of change and we must adapt to move forward.
Figure 4. Conservatorism Factors
They realize that the key to successful transformation are themselves and
their open attitude. The word which characterize these subjects is “adaptable”. It is
difficult to separate from the past, but this attitude is necessary as a preamble
change. Subjects are aware of the fact that the reality can not be ignored, so the
mentality pro-change must be adapted and old ideas to be reviewed.
Comparing questionnaire results between the factors, it follows that
circumstances are somewhat different. Older employees show an attitude toward
change, oriented to the "personal" factor and to “efficiency” factor, perceiving also
personal risk, which involves the future changes.
Conservatorim Factors
1% 11%
23%
43%
13% 9% no change
few changes
rather for keeping
rather for change
big changes
radical changes
Volume 13, Issue 1, March 2012 Review of International Comparative Management 12
Figure 5. The graph regarding the changes that self-esteem suffers
For the Questionnaire no. 2, named “Evaluation of the organizational culture” regarding any warning signs that need attention to create
a culture favorable to change, the analysis of data subjects stated the following:
Figure 6. Organizational culture
38% of organizations do not have alarm signals, meaning that there is already a formed culture that supports change. Responsiveness to change is
created by the feeling that there is no alternative. Also an internal market is already
created; it is favoring the change; the communication is open; staff involved;
management succeeded in showing the benefits and opportunities change to the
personnel.
These organizations are the most performant, the change is made
increasingly easier and the results are visible, because lead, by efficiency, to
increase productivity. In these organizations, the reality of change is obvious to
everyone, because all employees are helped to establish a close relationship with
the market - consumers and competitors, to establish themselves as the need for
change.
Partly, the solution behind the creation of favorable culture change is the
preparation, the building capacity of the staff to analyze the environment and to
identify the pressures for change; on the other hand, it consists of official
Organizational Culture
38%
25%
37% not required
required
partial required
Review of International Comparative Management Volume 13, Issue 1, March 2012 13
communication from the upper levels of what is happening within the organization.
But the real solution requires that employees at all levels to be sure to have plenty
of initiatives in the mini - business, namely to establish close relationships with the
customers, to be responsive, interested and motivated by a real feeling or emotional
hold, that they share a part of the property.
To be a real motivator factor for change, the vision must be shared by
everyone. People who take the risks of change are those who fear for their safety
and self-esteem, personal identity and whose team is in a somewhat way protected.
25% of organizations demonstrate serious warning signs regarding the organizational culture: the degree of uncertainty is high, the assuming of the risk is
almost zero, the mistakes are highlighted more than the results, the communication
channels are closed, there is not a collaboration that will lead to productivity
growth results
The vision is not shared by everyone; a whole is not designed to facilitate
such changes. The responsiveness, stimulating and collaborative relationship
present serious deficient. Unfortunately, the positive attitude regarding the change
process can not be created overnight. If we want to increase receptivity to change,
the definition of "a new work" requires a considerable amount of time and effort.
Creating a culture change involves promoting positive change in domestic and
foreign problems and train employees in environmental realities. The companies
need to involve managers in both internal and external environment
(Constantinescu D., Borcoşi C., Bumbeneci I, 2010, p. 7).
The best way to sensitize employees to change is to involve and achieve
the maximum levels of training and education, to highlight the different attitudes
and behaviors that will require future. Given that the change involves a new
situation characterized by high uncertainty, it is likely that employees feel
vulnerable in terms of risk taking, committing errors and can be sanctioned. As
much as the employee confidence in themselves is stimulated, the more their
availability to assume the risks involved in change will be bigger. The effort is to
create a positive culture that will change the attitude of the type "change causes
suffering" in expressing like "business is change”.
37% of organizations present easily resolved warning signs; even if the obstacles or weaknesses that would block the change are identified, eventually the
organization adapts and transformation is done. For example, even if past successes
are recorded and the staff safety is at a high level, however there is a low risk-
taking, which can slow the progress of the change process. Before developing a
plan for change, it is necessary to create awareness of the organization and
responsiveness to change.
As the change must be legitimate and promoted outside, it must equally be
promoted internally, to be accepted and implemented by people in the firm. It is
useful to imagine that a company's internal marketing initiatives for change, where
opinions must be tested to sense perceptions internally and must be identified
major resistance factors.
Volume 13, Issue 1, March 2012 Review of International Comparative Management 14
The essence of sustainable change is to understand the organization culture
that tries to be transformed. If the change which we intend to make is in
contradiction with the history and traditions of the firm, its implementation will be
very difficult. The culture is created through the messages of the managers,
inadvertently or deliberately, convey to employees about what they think is really
important. One may say that the organizational culture is the meeting point
between philosophy and an organization. Moreover, culture also refers to ethics,
the standards and judgments of value present in an organization (Verboncu I.,
Năstase I., Nicolescu O, Popa I., 2010, p. 74).
The responsiveness to change can not be created overnight. Positive
experiences involving numerous changes are needed before people will learn to
have a strong attitude toward change, to separate from the past habits, to give up
the old mentalities and to be confident that the transformation will bring something
better. But, if organizational culture had previous negative change experiences, a
quick solution in the next day won’t be found quickly. Creating a culture of change
means that the working daily to change, and not only certain collateral activities.
Before developing a plan for change, it is necessary to create awareness and
responsiveness to organization toward change.
The link between organizational culture and change is becoming more
evident in our times. Thus, the biggest problem is because culture is often an
excuse for not acting in the direction of change. Culture takes what is common and
understandable and it rises in the air and makes it untouchable (Năstase M.,
Hotăran I., 2011, p.662).
Given the above hypothesis, we present a graph that expresses the degree
of the suffering, in the process of change. As shown, the lowest degree of suffering
is appropriate to organizations with a favorable culture of change, while at the
opposite end, the organizations with a tendency to open to novelty, to a high degree
of suffering.
Figure 7. The graph regarding the degree of the suffering
during the process of change
Review of International Comparative Management Volume 13, Issue 1, March 2012 15
Conclusions
We live in a world where the dynamics and importance of communication
are inseparable, and the change has become more a rule than an exception.
Importantly is the moment when the change is made and who will
participate on it. People should be involved in this process. They should be
instructed to understand their own feelings and should be taught to perceive the
organization in relation to its environment. This is done by the agent of change that
is usually the manager.
Creating a culture of change means that the working daily to change and
not just some side activities. Before developing a plan for change, it is necessary to
create awareness and responsiveness to organization change.
Theoretical and practical research done on the basis of the assumptions
made, allowed to formulate the following conclusions and proposals:
1. Organizational changes involve responses to the external challenges (of
macro and micro-environment) and/ or internal ones (innovation, crises, conflicts)
and aim to accommodate the organization to the development requirements of the
society in general. The starting point in addressing organizational transformation is
the change, as such, which regardless the place of the event, it requires a pro-active
and positive attitude. The changes may condition the progress, if they are
approached properly and efficiently managed.
2. The success or failure factors which influence a program of change may
be different, depending on the type of the change, the actual organization, but
among them are: ideas for change, willingness to make it, the availability of
resources (time, money, information), action plans, incentives. All these factors can
be generally summarized in technical and social factors.
3. Starting from the fact that organizations are, first of all, open social
systems, and changes undoubtedly are made only by people, the human dimension
of change is critical, the attitude and action leading to success or failure of a
program change. People should be involved in this process. They should be
instructed to understand their own feelings and should be taught to understand the
organization in relation to its environment. This should be done by the agent of
change that is usually the manager.
4. Organization, on the other hand, must realize that without a proper
understanding of the phenomenon by those involved, the company will not reach
the expected results. There will always be employees who will oppose the change.
In this way, the organization is located between two forces, external forces, which
require the change, and internal changes, which oppose to the change.
5. The balance between these forces determines a particular state of
organization, characterized by a certain level of performance. Change production
requires breaking this balance and making a good change to define problems,
goals, formulate recommendations and implement solutions.
Volume 13, Issue 1, March 2012 Review of International Comparative Management 16
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