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Abstract
The study examines change management and organizational resilience. The objectives of the study are to determine the extent to which change management and organizational learning relate, to determine the effect of change management on organizational adoptability, to ascertain the nature of the relationship between change management and dynamic capabilities. The case study approach was employed since the study was to ascertain change management and organizational resilience. The population of this study is designed to constitute all management staff of Nigerian Bottling Company Limited Port Harcourt, Rivers State. The population of the study was made to be one hundred (100). The instrument used in the data collected is interview and questionnaire methods. The simple percentage was used to analyse the response. The Chi-Square (X2) statistical tool was used to test the hypothesis. Findings revealed that there is a relationship between change management and organizational resilience. Based on the findings of the study summary, conclusion and recommendations were made that for successful change implementation, workers should be properly trained on organizational learning trained on and should be educated on the reasons for change, to avoid resistance to change, appropriate change strategies should be put in place by change managers the participative strategy is recommended for change managers so that workers can adapt to change in the organization and Nigerian Bottling company should take cognizance of their environment to improve dynamic capabilities via scanning as this is the only way by which pressure on it can be reduced during change.
Table of Contents
Title Page……….. i
Declaration…. iii
Certification iv
Abstract……………. vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Research hypotheses 5
1.6 Significance of the Study 5
1.7Scope/Limitation of the Study 6
1.8DEFINITION OF TERMS 7
CHAPTER 2 8
LITERATURE REVIEW 8
2.1 Conceptual Framework 8
2.1.1 Concept of Change Management 8
2.1.2 Dimensions of Change Management 10
2.1.3 The Process of Organizational Change 11
2.1.4 Radical Versus Incremental Change 13
2.1.5 Reactive Versus Proactive Change 13
2.1.6 Strategies for Managing Change 15
2.1.7 Challenges of Change 15
2.1.8 Organizational Resilience 17
2.1.9 Measures of Organizational Resilience 20
2.1.10 Relationship between Change Management and Organisational Resilience 21
2.2Theoretical Framework 23
2.2.1 Action Research Model 23
2.2.2 Kotter’s Model 24
CHAPTER 3 29
RESEARCH METHODOLOGY 29
3.1 Research Design ….29
3.2 Population of the Study 29
3.3 Questionnaire Design 30
3.4 Source and Method of Data Collection 30
3.5 Sample and Sampling Techniques 31
3.6 Data Analytical Techniques 32
3.7 Reliability and Validity 32
CHAPTER 4 34
DATA PRESENTATION AND ANALYSIS 34
4.1 Data Collection and Presentation 34
4.2 Data Analysis 35
4.3 Testing of Hypothesis 38
4.4 Discussion of Findings 40
CHAPTER 5 44
SUMMARY, CONCLUSION AND RECOMMENDATIONS 44
5.1 Summary 44
5.2 Conclusion 44
5.3 Recommendations 45
REFERENCES 46
Appendix I………. 48
Appendix II 49
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Managers are constantly thriving to improve the performance of their organization. Regardless of the type and purpose of an enterprise, its leader seek to enhance the way on organization conducts its by adopting change management which aim to increase effectiveness, efficiency and safety, also being resilient. To be resilient, organization rely on strong leadership their awareness and understanding of their separating environment, their ability to adopt response to rapid change (Umeh et al 2014).
Alastir (2010) assert that as our society becomes more complex and independent, we are becoming more vulnerable to disruptive events from threats hazard.Alastir content that he aim of building resilience is to remove or reduce the exposure or organizations to threat and hazards by developing, protective measures which aim to reduce the likelihood and consequences of a disruptive event by preventing when possible, responding effectively and efficiently when an organizational resilience as a organizations.
Organizational resilience is a continuously moving target which contributes to performance during business as used a crisis situation (Mitroff 2005).It requires organization to adopt and to be highly reliable (Weick and Sutdiffe, 2007), and enable them to manage disruptive challenge (Durodic 2003).
Korir, Mukotive, Loice and Kimeli (2012) defined change management as the effective management of a business change such that executive leaders, managers and frontline employers work in concert to successfully implement the needed process, technology or organizational changes. While Moran and Brighton (2011) defined change management as the process of continually renewing an organization direction, structure and capabilities to serve the ever changing needs of external and internal customers. Burnes (2004) like many others scholars asserted that change is an ever present feature of organizational life, both at the operational and strategic level. Due to its importance, change management is becoming imperative and needs appropriate managerial skills and strategy. For firm to survive, succeed and remain competitive in today’s highly volatile and continuously evolving business environment, it must be able to successfully manage the change which is as a matter of fact a necessity. Even though there has not been consensus as to the framework for organizational change management, there seem to be an agreement on two important issues One, there is a consensus that change, being triggered by internal or external factors, comes in all shapes, forms and sizes (Balogun and Hailey 2004); Burnes 2004, Carnall, 2003; Luecke 2003 and second, It is agreed that the pace of change has greater then, than in the current business environment (Balogun and Hailey 2004; Burnes 2004; Carnall 2003; Luecke 2003. Senior 2002; Moran and Brighton 2001). Despite the complexity of change management as it does not have a simple solution, a number of key areas of focus were raised to properly manage change management.
Korir, Mukotive, Loice and Kimeli (2012) defined change management as the effective management of a business change such that executive leaders, managers and frontline employers work in concert to successfully implement the needed process, technology or organizational changes. While Moran and Brighton (2011) defined change management as the process of continually renewing an organization direction, structure and capabilities to serve the ever changing needs of external and internal customers. Burnes (2004) like many others scholars asserted that change is an ever present feature of organizational life, both at the operational and strategic level. Due to its importance, change management is becoming imperative and needs appropriate managerial skills and strategy. For firm to survive, succeed and remain competitive in today‟s highly volatile and continuously evolving business environment, it must be able to successfully manage the change which is as a matter of fact a necessity. Even though there has not been consensus as to the framework for organizational change management, there seem to be an agreement on two important issues One, there is a consensus that change, being triggered by internal or external factors, comes in all shapes, forms and sizes (Balogun and Hailey 2004); Burnes 2004, Carnall, 2003; Luecke 2003).
It is agreed that the pace of change has greater then, than in the current business environment (Balogun and Hailey 2004; Burnes 2004; Carnall 2003; Luecke 2003. Senior 2002; Moran and Brighton 2001). Despite the complexity of change management as it does not have a simple solution, a number of key areas of focus were raised to properly manage change management.
To add to knowledge, this study examines the change management and organizational resilience by exploring the relationship between change management and organizational resilience in Nigeria bottling company Ltd Port Harcourt.
1.2 Statement of the Problem
Resilience is a crucial characteristic in Nigeria unpredictable business environment. At its core, resilience is the spark of determination that empowers us to get up and try again, no matter the circumstances. We have seen time again that the most successful business is resilient enough to bound back from any crisis. Many organizations have faded to recognize the importance of investing in innovative venture and putting in place resilient plat that will help them respond to unforeseen changes, and this has led to low profitability, poor return on investment and eventual death.Therefore, this study seeks to explore the relationship between change management and organizational resilience in Nigerian Bottling Company Limited Port Harcourt Nigeria.
1.3 Objectives of the Study
The primary objective of this study is to empirically establish the relationship between change management and organizational resilience in Nigerian Bottling Company Limited Port Harcourt Rivers State. However, the specific objectives include;
- To determine the extent to which change management can influence organizational learning in Nigerian Bottling Company Limited Port Harcourt Rivers State.
- To determine the effect of change management on organizational adaptability in Nigerian Bottling Company Limited Port Harcourt Rivers State.
- Ascertain the nature of the relationship between change management and dynamic capabilities in Nigerian Bottling Company Limited Port Harcourt Rivers State.
1.4 Research Questions
With the above objectives in focus, the study seeks to find answers to the following questions:
- What extent does change management influence organizational learning in Nigerian Bottling Company Limited Port Harcourt Rivers State?
- What extend does change management influence organizational adaptability in Nigerian Bottling Company Limited Port Harcourt Rivers State?
- What is the nature of the relationship between change management and dynamic capabilities in Nigerian Bottling Company Limited Port Harcourt Rivers State?
1.5 Research hypotheses
The following hypotheses were formulated to guide the study:
HO: There is no significant relationship between change management and organizational Resilience in Nigerian Bottling Company Limited Port Harcourt Rivers State.
HA: There is no significant relationship between change management and organizational Resilience in Nigerian Bottling Company Limited Port Harcourt Rivers State.
1.6 Significance of the Study
Today’s business environment posses great challenge to managers who have to consistency deal with customer changing task and preference and also cope with change management pressure from competitors with resilience being the total point change management sure to be a rescue to managers.
This work highlights the importance of change management and organizational resilience and its role in helping this organization withstand environment, pressure ad challenges of being resilience change management is one area where organization failed to explore in their bid to remain relevant and competitive in the industry. This work will open the eyes of managers and scholars to the numerous advantages of change management in every organization. This work shows scholars how effective change and organizational resilience can be in competition and proves that change management a head in the industry.
1.7Scope/Limitation of the Study
The scope of this study is delimited into the followings:
Content Scope: The specific areas of organizational resilience the study investigated include; adaptive capabilities, organizational learning and dynamic capabilities. Whereas, the areas of change management includes knowledge acquisition, knowledge sharing and knowledge utilization.
Geographical scope: This study covers an examination of strategic contributions of change management and organizational resilience.
Unit of Analysis: This is a macro study because it is interested in ascertaining the survival of an organization in this direction. Hence, it is a micro level study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and computation of data for the project.
1.8 Definition of Terms
Organizational Resilience: -Resilience is the organizational capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce from disaster.
Change Management:- Is a systematic approaches to dealing with change with change both from perspective of an organization and the individual.
Organizational learning:-It is as an organization wide continuous process that enhances the collective ability to accept make sense of and respond to internal and external change, organizational learning requires systematic integration and collective interpretation of new knowledge that leads to collective action and involves risk taking as experimentation.
Adaptive Capability:-In It is an aspect of resilience that reflects learning, flexibility to experiment and adopt novel solutions and the development of generalized responses to broad classes of challenges Folke et al (2008) identified four dimension of adaptive capacity.
Dynamic Capabilities:-It is the firm’s ability to integrate build and reconfigure internal and external competencies to address rapidly changing environment”. Dynamic capabilities can be distinguished from operational capabilities which pattern to the current operations of an organization.