ANALYSING ORGANIZATIONAL CHANGES - THE CONNECTION BETWEEN THE SCALE OF CHANGE AND EMPLOYEES ATTITUDES

Ujhelyi Maria (), Hadhazi Barizsne Edit () and Andras Kun ()
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Ujhelyi Maria: University of Debrecen, Debrecen, Hungary, Department of Organization Sciences, Institute of Leadership and Management, Faculty of Economics and Business
Hadhazi Barizsne Edit: University of Debrecen, Debrecen, Hungary, Department of Organization Sciences, Institute of Leadership and Management, Faculty of Economics and Business

Annals of Faculty of Economics, 2015, vol. 1, issue 1, 1191-1198

Abstract: In the 21st century all organizations have to cope with challenges caused by trigger events in the environment. The key to organizational success is how fast and efficiently they are able to react. In 2014 we conducted a research survey on this topic with the contribution of Hungarian students on Bachelor courses in Business Administration and Management. They visited organizations which had gone through a significant programme of change within the last 5 years. The owners, managers or HR managers responsible for changes were asked to fill in the questionnaires about the features of these organisational changes. Several issues regarding change management were covered, besides general information about the companies. Respondents were asked about the trigger events and the nature of changes, and about the process of change and participation in it. One group of questions asked leaders about employees’ attitude to change, another section sought information about the methods used in the process. In this paper, after a short literature review, we will analyse the adaptation methods used by organizations and the connection between the scope of change and employees’ attitude toward change.

Keywords: change management; adaptation methods; nature of change; resistance and responses to change (search for similar items in EconPapers)
JEL-codes: L21 M10 M14 (search for similar items in EconPapers)
Date: 2015
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