The aim of this research is to examine the essential prerequisites for implementing a successful change process in Tivoli based on the following mainquestion: - What management challenges are associated with the change process in Tivoli's Technical Department (TTA) and how can management be able to cope with these challenges? Based on the analysis, management challenges can be divided into three conditions. Establishing a sense of urgency, sensemaking and resistance to change. The research concludes that the management in TTA has not successfully managed to create a sense of urgency, sensemaking and resistance to change among employees and managers.As it is believed that implementing an open work environment is unrealistic. In order to cope with that challenge two different theoretical approaches to change management are provided including, ‘Episodic (Lewin, 1946) and Continuous change (Weick & Quinn, 1999) approaches’ with a large number of other theoretical perspectives on change management. Based on my findings a number of suggestions have been identified, which Tivoli’s Technical Department is recommended to take into consideration. First, TTA is recommended to bring the external reality into the organization in order to use or create a new crisis. Second, TTA is recommended to provide evidence indicating the necessity of the proposed change, in order to ‘unfreeze’ the system (status quo) to build a new one. Third, the change agent in Tivoli is recommended to be a sense maker, who redirects the change by managing language, dialogue, and identity. Forth, TTA is recommended to be in a continuous and informal dialogue with the employees to communicate the main purpose of the change to individuals in order to influence sensemaking, and understand the organization's experiences of the change process and thereby follow momentum in the implementation process. Fifth, TTA is recommended to identify an informal change agent that can influence other employees 'opinion in the organization's ‘shadow network’, which is a major success factor in leading changes. Sixth, TTA should consider the valuable information that lies in the rational opposition to succeed in reversing resistance to commitment. Furthermore, the research suggests a use of different tools that seem advantageous to cope with resistance. Here among other tools ‘participation & involvement’ and ‘effective communication’ is proposed.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||92|