A case study examining the organizational change process in a private company

The primary purpose of this study is to investigate the organizational change process in a private company. In the property industry, there is a demand for improvement and developers know they have to step out of their comfort zone, be flexible, and adapt to the homebuyers’ ever-changing wants and n...

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Main Author:	Ahmad Puzi, Fara Wahiza
Format:	Thesis
Language:	English
Published:	2021
Subjects:	Organizational change - Management Organizational change - Evaluation Organizational effectiveness
Online Access:	http://psasir.upm.edu.my/id/eprint/105569/1/SPE%202022%208%20UPM%20IR.pdf
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id	my-upm-ir.105569
record_format	uketd_dc
spelling	my-upm-ir.1055692024-02-13T06:50:26Z A case study examining the organizational change process in a private company 2021-11 Ahmad Puzi, Fara Wahiza The primary purpose of this study is to investigate the organizational change process in a private company. In the property industry, there is a demand for improvement and developers know they have to step out of their comfort zone, be flexible, and adapt to the homebuyers’ ever-changing wants and needs. The company repositioned itself by moving away from the traditional way to the present trends. There is limited research on employees' readiness to accept change in an organization. This study-appraised change from the perspective of the employees and how they understand the change process. This study is a single case study on a construction company. The company’s leadership decided to use Lewin's change theory as a guide for the change initiative. This helps address the uncertainty and resistance to change experienced at all staff levels within the company. The primary informants for the study range from executives to senior managers from fourteen (14) departments. The results from the interviews conducted discover variances and changes in employees' working styles. The results can be grouped under nine different themes. The themes are: Theme One: Need for Change; Theme Two: Resistance to Change; Theme Three: Perception Towards Change and Transformation; Theme Four: Reaction Towards Change; Theme Five: Organizational Culture; Theme Six: Communication; Theme Seven: Leadership Effectiveness; Theme Eight: Participation in Change and Theme Nine: Performance. Informants stressed that good and strong leadership is compulsory to ensure an effective organizational culture. Leadership is also key in handling problematic and challenging team members. There is a positive impact of leadership style on the change process in terms of employee involvement, employee motivation as well as knowledge sharing at the individual and organizational levels. Organizations should take the time for deliberation, reflection, and experimentation in approaching planned change and recognize that all evidence-based principles will require local adaptation and adjustment. The goals of employees and the employer should be in tandem to ensure that the change initiatives are accepted and supported. Organizational change - Management Organizational change - Evaluation Organizational effectiveness 2021-11 Thesis http://psasir.upm.edu.my/id/eprint/105569/ http://psasir.upm.edu.my/id/eprint/105569/1/SPE%202022%208%20UPM%20IR.pdf text en public doctoral Universiti Putra Malaysia Organizational change - Management Organizational change - Evaluation Organizational effectiveness Jantan, Amer Hamzah
institution	Universiti Putra Malaysia
collection	PSAS Institutional Repository
language	English
advisor	Jantan, Amer Hamzah
topic	Organizational change - Management Organizational change - Evaluation Organizational effectiveness
spellingShingle	Organizational change - Management Organizational change - Evaluation Organizational effectiveness Ahmad Puzi, Fara Wahiza A case study examining the organizational change process in a private company
description	The primary purpose of this study is to investigate the organizational change process in a private company. In the property industry, there is a demand for improvement and developers know they have to step out of their comfort zone, be flexible, and adapt to the homebuyers’ ever-changing wants and needs. The company repositioned itself by moving away from the traditional way to the present trends. There is limited research on employees' readiness to accept change in an organization. This study-appraised change from the perspective of the employees and how they understand the change process. This study is a single case study on a construction company. The company’s leadership decided to use Lewin's change theory as a guide for the change initiative. This helps address the uncertainty and resistance to change experienced at all staff levels within the company. The primary informants for the study range from executives to senior managers from fourteen (14) departments. The results from the interviews conducted discover variances and changes in employees' working styles. The results can be grouped under nine different themes. The themes are: Theme One: Need for Change; Theme Two: Resistance to Change; Theme Three: Perception Towards Change and Transformation; Theme Four: Reaction Towards Change; Theme Five: Organizational Culture; Theme Six: Communication; Theme Seven: Leadership Effectiveness; Theme Eight: Participation in Change and Theme Nine: Performance. Informants stressed that good and strong leadership is compulsory to ensure an effective organizational culture. Leadership is also key in handling problematic and challenging team members. There is a positive impact of leadership style on the change process in terms of employee involvement, employee motivation as well as knowledge sharing at the individual and organizational levels. Organizations should take the time for deliberation, reflection, and experimentation in approaching planned change and recognize that all evidence-based principles will require local adaptation and adjustment. The goals of employees and the employer should be in tandem to ensure that the change initiatives are accepted and supported.
format	Thesis
qualification_level	Doctorate
author	Ahmad Puzi, Fara Wahiza
author_facet	Ahmad Puzi, Fara Wahiza
author_sort	Ahmad Puzi, Fara Wahiza
title	A case study examining the organizational change process in a private company
title_short	A case study examining the organizational change process in a private company
title_full	A case study examining the organizational change process in a private company
title_fullStr	A case study examining the organizational change process in a private company
title_full_unstemmed	A case study examining the organizational change process in a private company
title_sort	case study examining the organizational change process in a private company
granting_institution	Universiti Putra Malaysia
publishDate	2021
url	http://psasir.upm.edu.my/id/eprint/105569/1/SPE%202022%208%20UPM%20IR.pdf
_version_	1794018911455281152

A case study examining the organizational change process in a private company

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