THE ROLE OF COMMUNICATION IN CHANGE

The role of communication in change

Abstract

This study aims to examine correlation between use and evaluation of communication management on one hand and positive and negative responses of the planned organizational change on other hand.

Study was conducted among employees of the Dutch subsidiary of the large international organization that had survived the recent change in organization expected. In the survey, respondents were asked to report their views on organizational change at time of study, and retrospectively report on their views on organizational change in introduction of organizational change.

It was found that positive responses to organizational change planned increase and decrease of negative responses at right time of organizational change. In addition, survivors were ambivalent in their attitude to organizational change, as there was positive response along with negatives. With regard to role of management communication was found that satisfaction with management communication is more strongly associated with responses to organizational change as survivors who are satisfied with results of high-end communication management in positive responses and low in negative responses.

Study will have methodological limitations, employing the single point of measurement.

This work is the source for professionals in field of communication management and results may lead them to focus on maximizing employee satisfaction with management communication as communication component is more strongly associated with response to organizational change.

This paper provides empirical evidence of value of management communication for survivors of organizational change processes.

The role of communication in change

Chapter I: Introduction

Introduction

Understanding how to communicate the change in organization is one of challenges for researchers in organizational communication for new century (Jones et al., 2004). In his recent literature review found that despite centrality of communication during process of change is recognized, surprisingly little empirical research has been undertaken to assess its real role (Jones et al., 2004, p . 736). Little research examines organizational change and more attention should be paid to ways employees perceive, speak, and manage change in their work (p. 737).

Momentum of longitudinal research is often emphasized in order to study underlying dynamics (application of) change in organization as the process (Armenakis and Bedeian, 1999, Klein 1996). Studies on implementation process often referred to Lewin (1947), that theory of the three-stage model of change, involving unfreezing, movement / change and refreeze. This model was discussed extensively (Burnes, 2004a, b) and criticized as static, linear and mechanistic (Kanter et al., 1992). Burnes (2004b), however, argues that Lewin's approach is still relevant for study of organizational change such as Lewin believes that key to resolving social conflict to facilitate learning and enable people to understand and restructure their perceptions of world around them (p. 981). We do not intend to develop in this discussion, but just use cloud release and re-freeze to make the distinction between introduction and conclusion of organizational restructuring and downsizing.

Aim of Study

Aim of this study is role of communication to individual employees, and more particularly in answers to the planned organizational change. Many studies focus on management of attitudes toward ...