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
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
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
TABLE 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
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 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).
STATEMENT OF THE PROBLEM
CHANGE MANAGEMENT AS A STRATEGY FOR ORGANIZATIONAL GROWTH IN MANUFACTURING SECTOR OF ENUGU STATE
