Decision-Making, Employee Motivation and Technology-Driven Change Management

Abstract

In this case study we explore the dynamics of change management and organizational effectiveness. The experiences of a government agency with oversight authority in implementing a major technology initiative are discussed. The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes. Research suggests that employee motivation and morale in the face of major change initiatives can be impacted by leadership style. The normative decision model outlines how situational variables such as communication patterns, timing, and perceived need for change alter the level of participative decision making required for employee acceptance. Organizational change management strategies that include clear communication plans and training will meet with higher levels of employee satisfaction and acceptance. This paper explores the application of theory in practice. Change management procedures are evaluated from the perspective of lessons learned. Opportunities for increased effectiveness are presented.

Meeting Name

26th Annual National Conference of the American Society for Engineering Management -- Organizational Transformation: Opportunities and Challenges (2005: Oct. 26-29, Virginia Beach, VA)

Department(s)

Engineering Management and Systems Engineering

Keywords and Phrases

Communication Pattern; Communication Plans; Employee Motivation; Employee Satisfaction; Government Agencies; Organizational Change Management; Organizational Effectiveness; Participative Decision Makings; Planning; Personnel Training

International Standard Book Number (ISBN)

978-1604237139

Document Type

Article - Conference proceedings

Document Version

Citation

File Type

text

Language(s)

English

Rights

© 2005 American Society for Engineering Management (ASEM), All rights reserved.

Publication Date

01 Oct 2005

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