Final presentation- Glenda Cecil
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This document summarizes a research study on organizational change. The study examines how organizational culture, employee perceptions, and communication channels impact the success of organizational change efforts. It outlines three research questions focusing on these variables and how they influence employee support for change. A questionnaire was administered to 20 teachers to collect data on organizational culture, influence of change, and satisfaction with communication channels. The results likely confirmed all three research questions. Limitations included a small sample size and use of a subgroup. The conclusion suggests it is up to you to determine the implications.
Final presentation- Glenda Cecil
- 1. Organizational Communication A Research Study on Organizational Change By: Glenda Cecil
- 2. Organizational Change ? Globalization just one factor among many, necessitating organizational change ? IBM reveals 60 percent rate of organizational change failure (Hunt, 2008) ? Thesis- Communication channels and organizational culture Retrieved from http://blog.bpmcpa.com/
- 3. Motive and Past Research ? Research on the topic of organizational change is lacking (Lewis, 1999) ? Past research has established the following: ? Lewis (1999), informal channels are more often used ? Torppa and Smith (2001), positive outlook yields receptiveness to change ? Jian (2007), there are unintended consequences of change Retrieved from http://www.brighthubpm.com/changemanagement/88725-tips-on-managing-theorganizational-change-curve/
- 4. Variables ? Variables include: ? Organizational Culture ? Employee Perceptions ? Communication Channels Retrieved from http://www.learn.eaglesflight.com/blog/bid/ 133192/Perceptions-Rule Retrieved from http://www.superoffice.com/blog/handling-customerservice-in-multiple-communication-channels-2/
- 5. Theory ? Pacanowsky and O¡¯Donnell-Trujillo¡¯s Organizational Culture Theory ? Culture not equal to race or ethnicity in this context ? However, employee attitudes, actions, and customs of the organization ? Provides a method of interpretation
- 6. Research Questions ? RQ1: Is successful change implementation dependent upon organizational culture moral and employee perceptions of change benefits and disadvantages ? RQ2: Do the behaviors of employees influence other employee¡¯s support level of organizational change ? RQ3: Are employee¡¯s perceptions of change implementation contingent upon the channels used to impart change messages
- 7. Participants & Method ? 20 teachers and teacher¡¯s aides from a large school corporation in the Midwest ? Ages- 19 to 54 years ? Female- 18 (90%) ? Male- 2 (10%) ? Tenure- 2 months to 14 years _________________________________________________________ ? Questionnaires self-administered via email ? 20 distributed, 12 (60%) completed and returned
- 8. Measures ? Questions measurable against 5-point Likert scale ? 1 being strongly disagree, 5 being strongly agree ? Scales used, ? Organizational Culture- Cooke & Lafferty¡¯s (1989) Organizational Culture Inventory (OCI) Scale ? Influence- Armenakis et al. (2007) Organizational Change Recipients¡¯ Belief Scale (OCRBS) ? Communication Channels- W. Downs and Hazen (1977) Communication Satisfaction Questionnaire (CSQ) Retrieved from http://www.qualitylogoproducts.com/desktop-items/jo-bee-6in-wooden-ruler.htmtrieved from
- 9. Data Analysis ? Questionnaires returned to assess variables Organizational Culture Influence Communication Channels Retrieved from http://ityphoon.org/?p=386 Retrieved fromhttp://www.trexglobal.com/property -management/real-estatenews/news/property-management-howsocial-media-opens-communicationchannels-for-real-estate-investorslandlords http://www.technologyblogged.com/businesstechnology/five-communication-channels-everybusiness-needs
- 10. Results ?Research Question 1- likely confirmed ?Research Question 2- likely confirmed ?Research Question 3- likely confirmed
- 11. Limitations ? Small sample size Retrieved from http://www.bayesian-inference.com/samplesize ? Use of a subgroup Retrieved from http://thoughtsonthirteenreasonswhy.wordpress.com/tag/cassette-5/
- 12. Conclusion It could¡ be up to you Retrieved from http://medcitynews.com/2012/07/healthcare-innovation-tech-transfer-patriotic-duties-for-universities/
- 13. References Hunt, L. H. (2008). IBM Global Study: Majority of Organizational Change Projects Fail. Retrieved from http://www 03.ibm.com/press/us/en/pressrelease/25492.wss Jian, G. (2007). Unpacking unintended consequences in planned organizational change: A process model. Management Communication Quarterly, 21(1), 5-28. doi: 10.1177/0893318907301986 Lewis, L. K. (1999). Disseminating information and soliciting input during planned organizational change: Implementers' targets, sources, and channels for communicating. Management Communication Quarterly : McQ, 13(1), 43-75. doi: 10.1177/0893318999131002 Torppa, C. B., & Smith, K. L. (2011). Organizational change management: A test of the effectiveness of a communication plan. Communication Research Reports, 28(1), 62-73. doi: 10.1080/08824096.2011.541364 Armenakis, A., Bernerth, J. B., Pitts, J. P., & Walker, H. J. (2007). Organizational change recipients¡¯ beliefs scale: Development of an instrument. Journal of Applied Behavioral Science, 43, 481¨C505. doi: 10.1177/0021886307303654 Cooke, R. A., Szumal, J. L. (1993). Measuring normative beliefs and shared behavioral expectations in organizations: The reliability and validity of the organizational culture inventory. Psychological Reports, 72, Issue, pp. 1299-1330. doi: 10.2466/pr0.1993.72.3c.1299 Downs, C. W., & Hazen, M. D. (1977). A factor analytic study of communication satisfaction. Journal Of Business Communication, 14(3), 63-73. Retrieved from http://job.sagepub.com/