| Abstract [eng] |
In the article we present an empirical research performed in October‑December, 2008. As the main research method anonymous semi- open questionnaire was chosen for the employees of organisations of business and public sectors. 306 participants of the researched organisations participated in the survey. The questionnaire included empirical indicators reflecting employees’ perception about the meaning of changes, attitude to factors of a successful organisation, planning the changes and ways of overcoming resistance to changes. This article is limited to respondents’ answers to three open questions of the questionnaire: Why must organisational changes be planned? How and at what level are changes resisted at your organisation? and How would it be possible to overcome resistance to changes? In order to identify the level and ways of resistance to changes in organisation we referred to the facts of research into individual and organisational behaviour presented by Robbins (2006, p. 309–312) and when analysing the ways of overcoming resistance to changes we referred to the methods, means and tactics presented by Bartol and Martin (1991, p. 241), Neverauskas and Rastenis (2001, p. 105–106), Stankeviciene and Lobanova (2006, p. 150) and Sajiene and others (2008, p. 40). Meanwhile the formation of the category of relevance of planning of changes is grounded on subjective opinion of article’s authors and available competences. The research revealed the psychosemantics of employees’ opinion in the aspects of expression of change management, emphasized the attitudes of organisation’s members towards planning of changes, resistance to changes and ways of overcoming resistance to changes. |
