Reengineering and the Insanity of Right-Sizing

Interaction between the Process Used to Introduce Change and the Personality of Organizational Members: An International Test

“…This advocates that via instituting group meetings, which express the need for change and allow participation in planning, management can go to great lengths in reducing the negative effects of change (Coch & French, 1948). Unfortunately, many change initiatives ignore organizational effects on employees and elicit support only after the planning stages have been completed (Beruvides & Rossler, 1995). Such behavior by management results in organizations failing to institute lasting change because they have not made sufficient use of those change facilitation strategies that are intrinsic to employee participation.…”

“…Participation. Employees' willingness to participate is fundamental to the success of any planned change initiative (Beruvides & Rossler, 1995) because participation has the proclivity to reduce resistance (Kotter & Schlesinger, 1979).…”