Change management: the role of internal communication and employee development

Abstract

Introducing change into an organisation usually raises resistance from those who have the most to lose because of the introduction of the envisaged change. This article looks at the introduction of change in the management structure produced in a large public organisation. The key to successful introduction of the change was seen to lie in effective communication. The customary cascading down of information from the top of the organisation to the rank and file managers was found to be ineffective when a large‐scale structural reorganisation programme was being introduced and this led to a search for more effective ways of communication. The partial answer appeared to lie in providing information from the top directly to all employees through the means of new technology – an intranet and extensive use of e‐mail. While this provided a substantial solution to the problem, it still left some questions better answered by management training initiatives.

Perception of Employees on Internal Communication of a Leading Five Star Hotel in Malaysia

“…Indeed, we can spot that there is an excellent flow of downward and upward communication. The researchers also agree with Proctor and Doukakis (2003) who stated that managers will inform superiors and subordinates of important information. This is being witness at this leading five star hotel, as the manager led communication occurs pretty frequently.…”

How do Restructuring Processes Influence Low- and Unskilled Immigrant and Nonimmigrant Workers and their Managers in a Norwegian Hospital?

“…Even if change was anticipated, the feeling of uncertainty and distress has intensified over the course of time. Loss of control over work during organizational change has also been documented in several other studies (e.g., Kivimäki et al, 2000;Proctor and Dukakis, 2003;Worrall and Cooper, 1998).…”

“…Consequences of workplace restructuring and mergers and acquisitions include adverse changes in demands (Kivimäki et al, 2000), loss of control (Kivimäki et al, 2000;Proctor and Dukakis, 2003;Worrall and Cooper, 1998), and changes in the relations between employees, for example, a decrease in social support (Kivimäki et al, 2003). These changes in the psychosocial work environment may in turn contribute to increased job strain or stress (Kivimäki et al, 2003;Korunka et al, 2003), job insecurity (DeWitte, 1999), undesirable subjective health and sick leave (see, e.g., Bambra et al, 2007;Egan et al, 2007;Enehaug and Thune, 2007).…”

Participatory instructional redesign by students and teachers in secondary education: effects on perceptions of instruction

“…Research in change management has shown that limited communication can be an important factor when changes are introduced (Proctor and Doukakis 2003). Moreover, the quality of communication influences peoples' openness to change and ultimately determines the effectiveness of change (Allen et al 2007).…”