| Abstract [eng] |
86 pages, 21 charts, 10 pictures, 80 references. The aim of this Master's thesis – determine factors of the effective implementation of organizational change in the case of organization which is in initial change management maturity level and the relationships between these factors. The thesis consists of the following parts: a literature review, the case study and its results analysis, conclusions and recommendations. The literature review analyzed the concept of change and change management, the main models for assessing change management maturity, the importance of change management for organizations, the factors of effective organizational change and the indicators of effective change. After the literature analysis the author has carried out that the factors determining the implementation of effective organizational change are analyzed without considering the organizational change maturity level and the topic is not exploring systematically – only few selected factors and the relationships between them are analyzed. Furthermore, the key factors that determine the effective implementation of organizational change are identified: plan of the change, employee engagement in change, change leadership, employee attitudes towards change, employee willingness to change and their ability to change. In order to identify the factors that determine the effective implementation of organizational change in an immature organization and their interrelationships, the Office of the Government of the Republic of Lithuania was selected for the case study for this master thesis. An internal analysis of the organization and the change was carried out and supporting qualitative research – semi-structured interviews – as well. The planning of change element was identified as not significant, but change leadership, employee engagement, employee attitudes towards change, willingness to change and ability to change were identified as significant for effective implementation in the case of an immature organization. Four groups of change leaders were also recognized – top managers, middle managers, the team implementing the change activities and change ambassadors. It has been found that employee engagement factor is not only impacted by change leadership but also by the suitable engagement activities to change such as building relations with employees, involvement through change activities, collaborative decision making and formal tools. Employees' attitudes towards change are not only determined by change leaders or involvement in the change, but also by seeing the benefits of the change, the experience of previous changes, having the positive approach to employees, and applying the approaches to individual needs and expectations. Employees' willingness to change is not only driven by the attitude towards change, but also by internal and/or external stimulus/incentives. Therefore, the conclusions summarize the main insights from the literature review and the results of the case study. The author believes that the results of the study could give valuable guidelines for organizations which are in initial change management stage and aiming to implement organizational change in more effective and competent way. |
