Socio-psychological determinants of organizational change projects success on the example of the textile industry enterprise of medium business. Part 1.
Abstract and keywords
Abstract (English):
The article is devoted to a problem of resistance to organizational changes An objective of this research is to detect interdependence between personal characteristics of organizational change projects participants, psychological readiness of staff of the divisions involved in the project of organizational transformations, ways of conflict permission and efficiency of the realized projects. The results have practical value for increase of organizational change projects implementation success, and also similar projects with high degree of uncertainty, or the projects demanding an intellectual human resource for the solution of cognitive tasks.

Keywords:
management of organizational change projects, resistance to change, conflict management, socio-psychological foundations of project management.
Text
Publication text (PDF): Read Download

Введение

В последнее время наблюдается рост интереса к вопросам организационных изменений. В этой области изучаются такие вопросы, как типология организационных изменений. Так, разрабатываются типологии организационных изменений и модели их внедрения [15; 32], изучается связь управления проектом и управления изменениями [16; 17; 21; 22; 29; 30; 33; 39; 41–43; 46–48]. Также изучается социально-психологический аспект управления изменениями в проектах, в частности, с точки зрения сопротивления изменениям [6; 10; 13; 14; 31; 38; 44; 51; 53; 55]. Важным направлением, к которому в последнее время наблюдается возрастающий интерес, является изучение социально-психологических характеристик проектных работников [3–5; 7; 12; 24; 52]. Кроме того, изучаются конфликты как следствие изменений и их влияние на результаты деятельности проектной команды [1; 2; 8; 11; 19; 23; 25–27; 34; 35; 45; 49; 50; 55]. Данное исследование продолжает изучение социально-психологического аспекта управления проектами, связанного с изменениями, и предполагает выявление взаимозависимостей между личностными характеристиками участников проектов организационных изменений, психологической готовностью сотрудников подразделений, вовлеченных в проект организационных преобразований, способами разрешения конфликтных ситуаций и эффективностью реализуемых проектов.

References

1. Bagrationi K.A. Psikhologicheskiy podkhod k konfliktmenedzhmentu proektov: tipologiya, prichiny, upravlenie Ch. 1 [A psychological approach to conflict management projects typology, causes, management, Part 1]. Upravlenie proektami i programmami [Project and Program Management]. 2011, I. 3, pp. 210–219.

2. Bagrationi K.A. Psikhologicheskiy podkhod k konfliktmenedzhmentu proektov: tipologiya, prichiny, upravlenie. Ch. 2 [A psychological approach to conflict management projects typology, causes, management. Part 2], Upravlenie proektami i programmami [Project and Program Management]. 2011, I. 4, pp. 280–290.

3. Bagrationi K.A. Upravlenie izmeneniyami: faktory, vliyayushchie na uspekh proekta [Change management: factors affecting the success of the project]. Rossiyskiy zhurnal upravleniya proektami [Russian Journal of Project Management]. 2013, I. 4, pp. 56–64. DOI: 10.12737/1962.

4. Bagrationi K.A., Reshetko S.A., Kirina M.A. Upravlenie riskami v proektakh: psikhologicheskiy podkhod. Ch. 1 [Risk management in projects: a psychological approach. Part 1]. Problemy teorii i praktiki upravleniya [Problems of the theory and practice of management]. 2015, I. 5, pp. 100–107.

5. Bagrationi K.A., Reshetko S.A., Kirina M.A. Upravlenie riskami v proektakh: psikhologicheskiy podkhod. Ch. 2 [Risk management in projects: a psychological approach. Part 2]. Problemy teorii i praktiki upravleniya [Problems of the theory and practice of management]. 2015, I. 6, pp. 75–85.

6. Lebedev A.N., Bagrationi K.A. Inkorporativnost´ gruppy kak faktor soprotivleniya izmeneniyam v organizatsii. [Incorporative group as the factor of resistance to change within the organization]. Upravlenie proektami i programmami [Project and Program Management]. 2013, I. 1, pp. 62–68.

7. Prilipko A.G., Bagrationi K.A. Podkhody i sredstva dlya upravleniya proektami NIOKR [Approaches and tools for R & D project management]. Informatsionnye tekhnologii i vychislitel´nye sistemy [Information technologies and computer systems]. 2015, I. 1, pp. 69–76.

8. Razu M.L. Upravlenie programmami i proektami: 17-modul´naya programma dlya menedzherov "Upravlenie razvitiem organizatsii". Modul´ 8. [Programme and project management: the 17-modular program for managers "Management of organization". Module 8]. M, INFRA-M Publ., 2000. 320 p.

9. Khromov A.B. Pyatifaktornyy oprosnik lichnosti [Five-factor personality questionnaire: teaching manual]. Kurgan, Izd-vo Kurganskogo gosudarstvennogo universiteta Publ., 2000. 23 p.

10. Tsipes G.L. Menedzhment proektov v praktike sovremennoy kompanii [Project Management in the practice of modern companies]. Moscow, Olimp Publ., 2006. 304 p.

11. Amason A.C. (1997). Good and Bad Conflict in Strategic Decision Making. Strategic Decisions, Springer US, 51-63.

12. Barrick M. R., Mount M. K., Judge T. A. (2001). Personality and performance at the beginning of the new millennium: What do we know and where do we go next? International Journal of Selection and Assessment, 9, 9–30.

13. Bolognese A. (2002). Employee Resistance to Organizational Change. Winthrop University, Rock Hill.

14. Burnes B., Cooke B. (2012). The past, present and future of organization development: taking the long view. Human Relations, Vol. 65, No. 11, 1395-1429.

15. Chapman J.A. (2002). A framework for transformational change in organizations. Leadership and organization development journal, 23/1, 16-25.

16. Choi M. (2011). Employees´ attitudes toward organizational change: a literature review. Hum. Resour. Manag., 50 (4), 479–500.

17. Cicmil, S. Implementing organizational change projects: impediments and gaps. Strateg. Chang., 8 (2) (1999), pp. 119–129.

18. Colquitt J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400.

19. Cooke-Davies T. (2002). The ´´real´´ success factors on projects. International Journal of Project Management, 20, 185-190.

20. Coser K. (1956).The functions of Social Conflict. Glencoe IL, Fre Press,

21. Costa P.T., Jr., McCrae R.R. (1992). NEO PI-R professional manual. Psychological Assessment Resources, Odessa.

22. Crawford L., Aitken A., Hassner-NahmiasA.. (2014). Project Management and Organizational Change. Project Management Institute, Inc., Newtown Square, PA.

23. Crawford L., Hassner-Nahmias, A.H. (2010). Competencies for managing change. International Journal Of Project Management, 28 (4), 405–412.

24. De Dreu C., Van Vianen A. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22/3, 309–328.

25. De Mascia S. (2012). Project psychology: using psychological models and techniques to create a successful project. Gower, 2012.

26. Deutsch M. (1969). Conflicts: Productive and Destructive. Journal of Social Issues, 25, 7–41.

27. Deutsch M. (1973). The Resolution of Conflict. Constructive and Destructive Processes. Yale University Press, New Haven.

28. Evan W. (1965). Conflict and Performances in R&D organizations. Industrial Management Review, 7, 37–46.

29. Fugate M., Prussia G.E., Kinicki A.J. (2012). Managing Employee Withdrawal During Organizational Change: The Role of Threat Appraisal. Journal of Management, Vol. 38, No. 3, 890–914.

30. Gardner P.J. (2009). Organizational change: all we want is better projects — why so difficult? AACE Int. Trans., PM. 03.1–PM. 03.25.

31. Griffith-Cooper B., King K. (2007). The partnership between project management and organizational change: integrating change management with change leadership. Perform. Improv. 46 (1), 14–20.

32. Henrie M., Sousa-Poza A. (2005). Project management: a cultural literary review. Project Management Journal, Vol.36, No. 1, 5–14.

33. Hill F.M., Collins L.K. (2000). A descriptive and analytical model of organizational transformation. International journal of quality & reliability management, Vol. 17, No. 9, 966–983.

34. Hornstein H. (2016). The integration of project management and organizational change management is now a necessity. International Journal Of Project Management, 33(2), 291–298.

35. Jehn K., Shah P. (1997). Interpersonal relationship and task performance: An examination of mediating processes in friendship and acquaintances groups. Journal of Personality and Social Psychology, 72, 775–790.

36. Jehn K.A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256–282.

37. Jimmieson N., Terry D., Callan V. A. (2004). Longitudinal study of employee adaptation to organizational change: The role of change-related information and change-related self-efficacy. Journal of Occupational Health Psychology, 9, 11–27.

38. Jones R.A., Jimmieson N.L., Griffiths A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change. Journal of Management Studies, 42, 361–386.

39. Kaminsky J.B. (2010). Impact of Non-Technical Leadership Practices on IT Project Success. Webster University, St. Louis.

40. Kenny J. (2003). Effective project management for strategic innovation and change in an organizational context. Proj. Manag. J., 34 (2), 43–53.

41. Kernan M.C., Hanges P.J. (2002). Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice. Journal of Applied Psychology, 87, 916–928.

42. Kolodny H. (2004). Integrating Project and Change Management. Visiting Speaker Series John Molson School of Business, Concordia University (Friday, April 9).

43. Levine H.G., Rossmore D. (1993). Diagnosing the human threats to information technology implementation: a missing factor in systems analysis illustrated in a case study. J. Manag. Inf. Syst., 10 (2), 55–73.

44. Lundy V., Morin P.-P. (2013). Project leadership influences resistance to change: the case of the Canadian public service. Proj. Manag. J., 44 (4), 45–64.

45. MacKay B., Chia, R. (2013). Choice, Chance, and Unintended Consequences in Strategic Change: A Process Understanding of the Rise and Fall of NorthCo Automotive. Academy of Management Journal, 56(1), 208–230.

46. Nolan W., Nolan V., Nolan L. (1986). Perceptions of inequity, satisfaction and conflict in task-oriented groups. Human Relations, 39, 1033–1052.

47. Parker D., Verlinden A., Nussey R., Ford M., Pathak R.D. (2013). Critical evaluation of project-based performance management: change intervention integration. Int. J. Product. Perform. Manag., 62 (4), 407–419.

48. Partington D. (1996). The project management of organizational change. International Journal of Project Management 14 (1), 13–21.

49. Piderit S.R. (2000). Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change. Acad. Manag. Rev., 25 (4), 783–794.

50. Rahim M.A. (1983). A measure of styles of handling interpersonal conflict. Academy of Management Journal, 26, 368-376.

51. Rahim M. A. (2002). Toward a theory of managing organizational conflict. International Journal of Conflict Management, 13, 206–235.

52. Sadeh A., Dvir D., Malach-Pines A. (2007). The Implications of P-O Fit Theory to Project Management. The International Journal of Technology, Knowledge and Society, 3, 7–17.

53. Scott-Young C., Samson D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, Vol. 26, No. 6, 749–766.

54. Shenhar A.J. (1998). From Theory to Practice: Toward A Typology of Project Management Styles. IEEE Transactions on Engineering Management, Vol. 45, No. 1, 33–48.

55. Spreitzer G., Mishra A. (2002). To stay or to go: Voluntary survivor turnover following an organizational downsizing. Journal of Organizational Behavior, 23, 707–729.

56. Tjosvold D., Hui C., Yu Z. (2003). Conflict management and task reflexivity for team in-role and extra-role performance in China. International Journal of Conflict Management, 14, 141–163.

57. Turner J., Zolin R. (2012). Forecasting success on large projects: Developing reliable scale to predict multiple perspectives by multiple stakeholders over multiple time frames. Project Management Journal, 87–99.

58. Wanberg C., Banas J. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132–142.

Login or Create
* Forgot password?