Book contents
- Frontmatter
- Contents
- Preface
- Contemporary Dilemmas of Management Sciences
- Organisational Change: Continuous Threat or a Chance for a Better Tomorrow Despite a Worse Today?
- Coopetition and Its Determinants in a Business Group: Theoretical Considerations
- The Effect of Managerial Ownership and Company Performance on CEO Turnover: Evidence from the Polish Two-Tier Board Model
- Effective Management Succession Models in Larger Family Enterprises: Presentation of the Best Practices in the World
- Management of Family Businesses in View of the Challenges of Modern Economy
- The Development of Instruments for Financial Security Management of Households
- Benefits of Competition and Cooperation among Local Government Units within Polish Metropolitan Areas
- Practical Experience in the Formation of Entrepreneurial Competencies among Students
- The Role of Innovation Management Standards in Fostering Innovation Processes in Enterprises
- Organisational Innovations in the e-Business Model Maturity Assessment
- Born Global Organisations in the Contemporary Networks of Relations
- Motives for Creating Open Innovation in Enterprises Operating in Poland
- The Entrepreneurial Context of Nonprofit Manager Assessment: Comparative Case Study
- Analysis of Current Managerial Problems on the Example of a Distinctive Organisational Unit of Public Administration
- Customer Service in a Marketing and Logistics Approach
- Human Resources Management in Enterprises 4.0: Opportunities, Threats and Challenges for Practice and Theory
- Variety Management and Diversity Management as a Response to Complexity
Organisational Change: Continuous Threat or a Chance for a Better Tomorrow Despite a Worse Today?
Published online by Cambridge University Press: 16 November 2021
- Frontmatter
- Contents
- Preface
- Contemporary Dilemmas of Management Sciences
- Organisational Change: Continuous Threat or a Chance for a Better Tomorrow Despite a Worse Today?
- Coopetition and Its Determinants in a Business Group: Theoretical Considerations
- The Effect of Managerial Ownership and Company Performance on CEO Turnover: Evidence from the Polish Two-Tier Board Model
- Effective Management Succession Models in Larger Family Enterprises: Presentation of the Best Practices in the World
- Management of Family Businesses in View of the Challenges of Modern Economy
- The Development of Instruments for Financial Security Management of Households
- Benefits of Competition and Cooperation among Local Government Units within Polish Metropolitan Areas
- Practical Experience in the Formation of Entrepreneurial Competencies among Students
- The Role of Innovation Management Standards in Fostering Innovation Processes in Enterprises
- Organisational Innovations in the e-Business Model Maturity Assessment
- Born Global Organisations in the Contemporary Networks of Relations
- Motives for Creating Open Innovation in Enterprises Operating in Poland
- The Entrepreneurial Context of Nonprofit Manager Assessment: Comparative Case Study
- Analysis of Current Managerial Problems on the Example of a Distinctive Organisational Unit of Public Administration
- Customer Service in a Marketing and Logistics Approach
- Human Resources Management in Enterprises 4.0: Opportunities, Threats and Challenges for Practice and Theory
- Variety Management and Diversity Management as a Response to Complexity
Summary
Abstract
The main goal of this article is to present the views of representatives of the managerial staff of Polish enterprises concerning the essence of organisational change, mainly taking into account the conditions that determine success in the process of its implementation. The presented empirical studies are of qualitative nature and are a part of a bigger whole. Conclusions are drawn on the basis of semi-structured interviews with managers of enterprises that have implemented intense organisational change projects over the recent years. The presented results concern the views of key managers on the managerial and psychosocial conditions of the changes implemented in the studied enterprises. The empirical part presents the views of twenty-two managers, identified as key for the transformation process. The managers talked about their attitudes to change, the essence of organisational change in their companies, the causes of resistance to change and the actions aimed at overcoming the resistance. The article is a voice in the discussion on factors that determine the success of change implementation, mainly from the perspective of management practice.
Keywords: organisational change, management, resistance to change, commitment in the change process
Introduction
We recognise that change provides both challenges and opportunities for individuals, groups, and organisations. The complexity and pace of change occurring in the external environment of an organisation require undertaking continuous follow-ups or anticipative actions. Enterprises that wish to develop and be successful strive to undertake actions to optimise their functioning. To achieve success, they try to take into account the dynamics of the processes that occur in their environment, especially those that are the most significant from the perspective of implementation of business goals. As a result, organisation members keep facing the challenge of adjusting their individual needs and preferences to the expectations of the organisation, they keep participating in the process of organisational change, of both evolutionary and revolutionary nature. In these circumstances, implementation of employees’ individual goals in conjunction with the goals and vision of the enterprise requires efficient management; not only from the point of view of implementation of strategic goals but also taking into account the satisfaction of all organisation members.
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- Information
- The Future of ManagementVolume One: Entrepreneurship, Change and Flexibility, pp. 27 - 36Publisher: Jagiellonian University PressPrint publication year: 2022