M.B.A.

M.Com. (Business Management) / Please refer to full text to view abstract

M.Com. (Industrial Psychology) / Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any substantive modification to some part of the organization. This change may be prompted by forces internal or external to the organization. Typically organizational change involves the restructuring or elimination of jobs, found in actions such as reorganization, automation, rapid growth, downsizing, job redefinition, a physical move, the effects of competition, or a shifting market. Whatever the "trigger" for the change, people are experiencing confusion, worry, anger, numbness or all of the above. The cumulative effect of change on people is the same, and is manifest in resistance. Even though people know change is imminent and even though they understand it intellectually, it still has an emotional impact that they do not quite expect and that they find difficult to cope with. Many different change techniques or interventions are used for managing change. The most common ones involve changing organizational strategy, structure and design, technology and people. The focus of this study is on people, and illustrates the general inability of managers and subordinates to cope with organizational change, and to discuss a suitable training technique to overcome the inability to cope. A literature study was undertaken to determine the suitability of introducing facilitator training for managers in the management of change. It seems that managers are not taught or possess the skills necessary in dealing with the emotional content of subordinates reaction to change. Against this background it was determined that managers lacked the necessary skill of facilitation and as a result subordinates are not helped to cope during the process of organizational change. Facilitation training equips managers to function more effectively as managers and as persons. As a result managers are able to assist subordinates to cope with their emotional reaction to change. Results obtained from research on the application of facilitator training within management, indicate positive growth in the trainee on both the inter- and intrapersonal level. This growth resulted in the acquiring of certain characteristics within the manager which were of benefit in his interaction with his colleagues and subordinates. It is deduced that managers acquiring these characteristics will be able to facilitate a process of helping whereby subordinates are helped to help themselves during an organizational change process.

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"Think-Assess-Design" is a model for guiding traditional organizations through the steps necessary to redesign themselves into a more empowered, team-based work environment. Three broad steps—think, assess, and design—provided the framework for organizational change in this case study.

M.Com. (Economics) / Please refer to full text to view abstract

Organizations must make themselves to change and run fast to keep up with changes in today¡¦s highly competitive world. However, there are some resistant factors enterprises have to deal with when they want to change. For example, improper organizational culture and lack of coordination and cooperation will lead to the implementation of organization change to failure. Although a large number of studies have been made on organizational change, there is no literature has discussed organizational culture, change or resistant factors of change in security companies. Therefore, this paper has three purposes: (a) to investigate conception of organizational change, culture, and resistant factors of the security company; (b) to estimate the relationship between different personal characteristics and different cognitions of organizational culture, change, and resistant factors in the security company; and (c) to recommend the security company some suggestions according to the findings. The data is collected from questionnaire survey in eight branches of Vanguard Security Group, and the final samples used for the analysis consist of 271 observations. Methodologically, this study considers the OLS and ordered Probit models. Results of this study show that organizational culture of Van Guard is the bureaucracy culture. Major types of strategic change that Van Guard should consider are technology, structure, task, and culture changes, and some resistances will occur in the process of organizational change. In addition, the estimation shows that different personal differences will have significant effects on each type of four organizational cultures, strategic changes, and resistant factors. It hoped that the results could contribute to a better understanding of the organizational reengineering, culture and resistant factors, and could be useful for managers to manage change in the security company.

Thesis (Ph. D.)--York University, 1998. Graduate Programme in Sociology. / Typescript. Includes bibliographical references (leaves 457-499). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://wwwlib.umi.com/cr/yorku/fullcit?pNQ42777.