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Change management 2003-2008. Significance, strategies and trends

100%
Classen M., Wozniakowski A.
Zarządzanie Zasobami Ludzkimi
|
2006
|
issue 1a(51)
102-115
EN
The study is based on a written survey of managers from major German, Austrian and Swiss companies held in July/August/September 2003. With a total of 91 questionnaires - including nine companies listed on the DAX 30 - the return rate was more than 20 percent. Given the demanding and time consuming questionnaire, this is quite a substantial value. Management consultants from Capgemini developed the study concept, analysed the data and illustrated the results in coordination with the three media partners. Change management and the associated thematic areas are not clearly defined, neither in theory nor in practice. Just defining the subject leads to diverging associations and perceptions. For this reason, extensive pre-tests in several iterations were held with management to dissect and optimize the questionnaire. The result was certainly a demanding and time-consuming yet comprehensible questionnaire for a written survey, enriched by the ideas from the pre-tests. It consisted of a total of 15 question complexes (up to five sub-questions; both closed and open answer categories). This enabled us to keep the rate of 'missing answers' very low, even for difficult questions.
2

Change Management 2003-2008. Significance, Strategies, and Trends

100%
Classen M., Wozniakowski A.
Zarządzanie Zasobami Ludzkimi
|
2005
|
vol. 5
|
issue 1(40)
81-94
EN
The study is based on a written survey of managers from major German, Austrian and Swiss companies held in July/August/September 2003. With a total of 91 questionnaires - including nine companies listed on the DAX 30 - the return rate was more than 20 percent. Given the demanding and time consuming questionnaire, this is quite a substantial value. Management consultants from Capgemini developed the study concept, analysed the data and illustrated the results in coordination with the three media partners. Change management and the associated thematic areas are not clearly defined, neither in theory nor in practice. Just defining the subject leads to diverging associations and perceptions. For this reason, extensive pre-tests in several iterations were held with management to dissect and optimise the questionnaire. The result was certainly a demanding and time-consuming yet comprehensible questionnaire for a written survey, enriched by the ideas from the pre-tests. It consisted of a total of 15 question complexes (up to five sub-questions; both closed and open answer categories). This enabled us to keep the rate of 'missing answers' very low, even for difficult questions.
3

ROLE ALLOCATION AND STRATEGIC CHANGE: COMPARATIVE STUDY OF THE COMPETENCIES OF AUSTRIAN AND SLOVAK MANAGERS

38%
Ferenčíková S., Mühlbacher J., Kodydek G., Nettekoven M.
Ekonomický časopis (Journal of Economics)
|
2012
|
vol. 60
|
issue 7
717 – 731
EN
The top managers are often mentioned as a key factor of successful change management in management literature. In practice, we often find them more hindering than helpful. This article has a closer look at the competencies of top managers to answer the question of their positive or negative influx on change management processes. On the base of a cluster analysis and according to Tanimoto, the data of 275 German speaking and 100 managers from Slovakia show that top management in Austria and upper managers in Slovakia are completely unwilling to change their behaviour. So, they can never be seen as role models for change managers. Also the upper management does not foster change according to theoretical approaches. Only the middle and operative management behaves according to literature. Thus, we definitely have to question the different hierarchical roles of managers within the change process and rethink current change management concepts. If top and upper managers don’t seem to be interested in initiating change, we will have to have a closer look at the bottom up processes – as it is already known from the IT perspective.
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