Upravljanje otporom prema promjenama

master's thesis

• Title (english): Management of resistance to change
• Author: Toni Štefanac
• Mentor: Mislav Ante Omazić (mentor)
• Committee member: Mislav Ante Omazić (predsjednik povjerenstva)
• Committee member: Rebeka Danijela Vlahov Golomejić (član povjerenstva)
• Committee member: Ana Aleksić (član povjerenstva)
• Granter: University of Zagreb; Faculty of Economics and Business; (Department of Organization and Management); Zagreb
• Defense date and country: 2020-09-25, Croatia
• Scientific / art field, discipline and subdiscipline: SOCIAL SCIENCES; Economics; Organization and Management

Abstract

U današnjem dinamičnom okruženju, poduzeća su primorana biti agilna kako bi odgovorila na promjene u svojoj okolini i kako bi ostvarila konkurentsku prednost. Potreba za agilnošću, sama po sebi traži promjene u organizaciji, kako strateške, tako i velik broj promjena na taktičkoj i operativnoj razini. Ta dinamika promjena traži usvajanje novih znanja, vještina te napuštanje starih rutina. Međutim, ti zahtjevi često, kod velikog broja zaposlenika uzrokuju stres što rezultira otporom zaposlenika prema promjenama.
Cilj istraživanja u ovome radu bio je istražiti stavove zaposlenika prema ključnim čimbenicima upravljanja promjenama koje imaju utjecaj na otpor zaposlenika kao što su: zaposlenici, vodstvo, obuka i razvoj, nagrada i priznanje, korporativna kultura, politika, te informacijski sustavi. Rezultati su pokazali da svi ti elementi mogu utjecati na smanjenje otpora zaposlenika ako oni koji provode promjene uzmu u obzir emocionalne aspekte uključenih zaposlenika, ako aktivno uključe zaposlenike u različite faze planiranja promjena, te ako je zaposlenicima omogućena obuka. Također rezultati su ukazali da promjene moraju imati jasnu i opravdanu svrhu i viziju, da moraju biti u skladu s organizacijskom kulturom, da se trebaju vidjeti rezultati promjene, te da promjene trebaju biti potpomognute informacijskom tehnologijom.

Abstract (english)

In today’s dynamic environment, companies are forced to be agile to respond to changes in their environment and to gain a competitive advantage. The need for agility, in itself requires changes in the organization, both strategic and a large number of changes at the tactical and operational level. This dynamic of change requires the acquisition of new knowledge, skills, and abandonment of old routines. However, these requirements often cause stress for a large number of employees, resulting in employee resistance to change.
The aim of the research in this paper was to investigate employee attitudes towards key change management factors that affect employee resistance are: employees, leadership, training and development, reward and recognition, corporate culture, policy, and information systems. The results showed that all these elements can affect the amortization of employee resistance if those implementing the changes take into account the emotional aspects of the employees involved, if they actively involve employees in different phases of change planning, and if employees are provided with training. Also, the results indicated that changes must have a clear and justified purpose and vision, that they must be in line with organizational culture, that the results of change should be seen, and that changes should be supported by information technology.

• Keywords: organizacijske promjene; otpor zaposlenika; upravljanje otporom zaposlenika
• Keywords (english): organizational change; employee resistance; employee resistance management
• Language: croatian
• URN:NBN: urn:nbn:hr:148:937713
• Study programme: Title: Business Economics; Study programme type: university; Study level: graduate; Academic / professional title: magistar/magistra ekonomije (magistar/magistra ekonomije)
• Type of resource: Text
• File origin: Born digital
• Access conditions: Access restricted to students and staff of home institution
• Created on: 2020-09-28 08:06:30