The strategic organizational change aims is the change of procedures and systems, organizational structures and responsibilities but especially acquiring new knowledge and skills. Significant authors (Drucker: 1999; Kotter: 1996; Buckingham & Clifton: 2001), supporters of the theory of strategic leadership show an inclination for the idea of optimal management of an organization, which depends on circumstantial factors as place and time, the individual and the context in which it acts. Many experts who studied organizational change saw as possible the future replacement of the current state, desired only after completion of specific phases, in a certain sequence. In this article we will focus our attention on the reduction phase of resistance to change. The research objectives targeted both theoretical aspects consisting in bringing to the forefront the relevant aspects related to organizational change in the current context and practical aspects related to identifying and analyzing the main elements that make it possible or on the contrary act as brakes in way of introduction and implementation of change. To achieve the research objectives, we used the method of direct observation and the questionnaire method supported by the gathering of more information from the organization's documents (Beton Construct SRL) and support discussions with the employees. Data processing and analysis revealed that in the organization certain factors exist and manifest that constitute obstacles or inhibit organizational change, namely: the goal of the change is not clear, the rewards of change are not related to the effort needed to make them happen, change determines fear of failure, change is often imposed by coercion, change requires effort and commitment required for employees that think they do not have resources anymore. Summarizing the results of usage for certain methods and techniques to implement change, we can say that the actions of an authoritarian management must be reduced at a necessary minimum and positive communication and motivation must be improved of those who contributed to the change. Setting up an effective system to implement changes towards achieving and maintaining performance in our case, limited in time and space at contemporary bihorean space, like practical implication of our study, appears to be related to direct communication, the concentration of communication on solutions and not on problems, creating a climate of trust, time allocation and reconsideration for the notion of failure.