Subjektivni dejavniki odpora pri spremembah poslovnih procesov

Krapež, Aleš

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Title:	Subjektivni dejavniki odpora pri spremembah poslovnih procesov
Authors:	ID Krapež, Aleš (Author) ID Kern, Tomaž (Mentor) More about this mentor...
Files:	MAG_Krapez_Ales_2016.pdf (1,08 MB) MD5: D7F6910A8459F6F401C15E0E4F6A1875
Language:	Slovenian
Work type:	Master's thesis/paper
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	Uvajanje sprememb v poslovne procese vzbuja pri posameznikih različne odzive. Nekateri spremembe sprejemajo (odprtost do sprememb), drugi jim nasprotujejo (odpor do sprememb). Nasprotovanje prinaša dodaten napor, podaljša čas uvajanja sprememb in povečuje stroške. Intenzivnost nasprotovanja je lahko tako izrazita, da postane uvajanje sprememb nesmiselno. Nosilci sprememb morajo poznati subjektivne dejavnike odpora do sprememb, če ga hočejo obvladovati. V ta namen smo s pomočjo statistične analize iz nabora dejavnikov dela izpostavili tiste dejavnike, ki so pomembno povezani z odporom do sprememb. Ti so največkrat vzrok za posameznikov (subjektivni) odpor do sprememb. Zato smo nepoznavanje subjektivnih dejavnikov odpora do sprememb izpostavili kot problem na katerega želimo odgovoriti. Za namen raziskave smo sestavili anketni vprašalnik. Aplicirali smo ga v splošno populacijo in sicer v elektronski in klasični obliki. Zbrane podatke smo analizirali s pomočjo deskriptivne in inferenčne statistike. Povezanost posameznih dejavnikov dela z odporom do sprememb smo ugotavljali z različnimi testi korelacije. Statistične analize smo opravili s programom SPSS 20.0. Ugotovili smo, da so informiranost, zaupanje v vodstvo, zadovoljstvo z delom, zadovoljstvo z odnosi na delovnem mestu, aktivna vključenost zaposlenih v procese sprememb, poistovetenje z organizacijo, eksistenčni strah na delovnem mestu in osebni razvoj pomembno povezani z odporom do sprememb. To so tisti subjektivni dejavniki odpora, na katere morajo biti nosilci sprememb še posebej pozorni. V procesu sprememb morajo izdelati strategijo njihovega obvladovanja. Pri tem so jim lahko v veliko pomoč različna spoznanja managementa sprememb. Predvidevali smo, da bosta tudi starost in delovna doba pomembno povezana z odporom do sprememb. Analiza odgovorov nam te hipoteze ni potrdila. Starost in delovna doba nista pomembno povezana z odporom do sprememb, kakor tudi ne spol, sektor zaposlitve, zadovoljstvo s stanjem v družbi in status zaposlitve.
Keywords:	organizacija, proces, spremembe, odpor do sprememb, management sprememb.
Place of publishing:	Kranj
Year of publishing:	2016
PID:	20.500.12556/DKUM-60778
COBISS.SI-ID:	7711507
NUK URN:	URN:SI:UM:DK:JD6CC0MV
Publication date in DKUM:	04.10.2016
Views:	1516
Downloads:	261
Metadata:
Categories:	FOV
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Secondary language

Language:	English
Title:	Subjective Factors of Resistance in Changes of Business Proceedings
Abstract:	Introduction of changes to business processes elicits different responses from people. Some people accept changes (openness to changes), others oppose to changes (resistance to changes). Opposition to changes brings additional stress, extends the period of introduction of changes, and increases costs. The intensity of opposition can be so explicit that introduction of changes becomes pointless. The bearers of changes must know subjective factors of resistance to changes, if they want to manage it. With this in mind, by applying the statistical analysis we selected those factors from a range of work factors, which are significantly related to resistance to change. Such factors are often the cause for an individual’s (subjective) resistance to change. So, not knowing subjective factors of resistance to change was pointed out as the issue we want to address. A questionnaire was composed for the purpose of the research. We applied it to the general population, in an electronic and classic form. We analysed the collected data by means of descriptive and inferential statistics. The correlation of individual work factors with resistance to change has been determined by various correlation tests. The statistical analyses were performed by means of the SPSS 20.0 software. We have established that being informed, having trust in the management, work satisfaction, satisfaction with workplace relations, active inclusion of employees in change processes, identification with the organization, existential fear at the workplace and personal development are inherently connected to resistance to change. We are referring to those subjective factors of resistance which the bearers of changes must be particularly attentive of. They are required to develop their management strategy in the change process. For this, they can make use of various findings of change management. We have assumed that age and length of service will also be significantly related to resistance to change. But the analysis of responses did not confirm this hypothesis. Age and length of service are not significantly connected to resistance to change, and neither are sex, employment sectors, satisfaction with the situation in the company, and employment status.
Keywords:	rganization, process, change, resistance to change, change management

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