Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.

Recent research indicates that teams are an essential element of most leading organizations (Mohrrnan, Cohen, & Mohrrnan, 1995). With the proliferation of team use comes the need for research to better define the design and management requirements unique to specific types of teams. This research focused on cross-functional design teams tasked with the organizational redesign of sociotechnical work systems. A design team is a cross-functional multi-lex el team with the responsibility to create and often implement a plan for work system redesign. The research objective was to develop a deeper understanding of the team characteristics (called design features) that were most related to team effectiveness. Team effectiveness was defined to include both team performance and team member satisfaction. Cross-functional design teams were studied across two large organizations and key learnings were identified from a third large organization with substantial experience in team-based work redesign. Quantitative and qualitative data were collected from team members using survey questionnaires and interviews. The data analysis strategy included Within and Between Analysis (which uses analysis of variance, correlations, and analysis of covariance) and multiple regression techniques to identify design features most related to team effectiveness at the team level. Results indicated that team skills and clarity in team sponsor expectations were significantly related to team performance at the team level (r= 0.83, p< 0.005, and r=0.89, p< 0.005, respectively). / Ph. D.