Daniela Bradutanu | West University of Timisoara (original) (raw)

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Papers by Daniela Bradutanu

Resistance to change has been seen for a long time as an important factor that impacts an organiz... more Resistance to change has been seen for a long time as an important factor that impacts an organization’s interests. As Smollan (2011) states, resistance is viewed as a destructive force that runs against the interests of the organization. The aim of this study is to reach three objectives, which will give us a clearer view about how employees behave when a new change is announced to be implemented. The first objective is to identify the main reasons why employees oppose a change effort. The second objective is represented by the outcome expectation of the change process, and the third implies identifying if employees support the change process. Some researchers argue that employees usually oppose new changes, trying to sabotage them or simply refusing to participate, while others confute these statements. To reach our objectives, we have conducted two separate surveys in an international credit institution that has undergone a major change in the last years. To make a comparison, we chose two neighbouring countries from the European Union, Romania and Hungary, in which the credit institution has headquarters. Data was collected using questionnaires, interviews with managers and other employees, and, in Romania, also using direct observation. Data collection in each study followed the same protocol.

The aim of this article is to validate a proposed model of the forces generating resistance to ch... more The aim of this article is to validate a proposed model of the forces generating resistance to change within an organization.
After analyzing the literature and conducting a survey in Romanian organizations I concluded that the forces that generate resistance to change have a great impact on employees’ resistance to change. The research was designed to inform practitioners, researchers, managers and other interested persons about the resistance to change phenomenon, as well as how the phenomenon is manifested in different types of organizations. The participating organizations were both from a private and public sector, the survey including 232 employees, from which 112 were top managers and 120 were operational officers.
The main contribution of this paper is that the model was validated, all hypothesis being admitted. The conclusion is that the resistance to change phenomenon will be more pronounced or not, depending on the type of the identified forces.

In this article we examine where in an organizational change process it is better to place the re... more In this article we examine where in an organizational change process it is better to place the reducing resistance to change phase, so that employees would accept the new changes easier and not manifest too much resistance. After analyzing twelve organizational change models we have concluded that the place of the reducing resistance to change phase in an organizational change process is not the same, it being modified according to the type of change. The results of this study are helpful for researchers, but especially for organizational change leaders. As change leaders are usually the ones confronted with resistance from their subordinates, they must know exactly how to deal with it and when is the best moment to reduce it, depending on the type of change that is desired to be implemented. The key contribution to this paper is that the best way to gain employee’s support and change attachment is to try and reduce resistance to change before the actual implementation. Only when an...

The aim of the study is to identify the main motivational factors within a multinational company.... more The aim of the study is to identify the main motivational factors within a multinational company. The first objective is to identify work functions, formulated on Abraham Maslow's pyramid, following the identification of the key characteristics that motivate an employee at the work place and last, but not least, the type of motivation that employees focus, intrinsic or extrinsic. The research method targeted a questionnaire based survey, including various company employees and an interview with the manager. The results confirmed that in Romania, employees put great emphasis on extrinsic motivation, a certain income and job security being primary. These results have implications for managers that in order to effectively motivate staff, first, must know their needs and expectations. To identify the main needs and motivational factors we had as a starting point Maslow's pyramid.

The purpose of this research is to identify if the change agent represents or not a force generat... more The purpose of this research is to identify if the change agent represents or not a force generating resistance to change within an organization. The employees affected by a change process are usually the ones who oppose to new implementations. Their opposition is bigger or smaller, depending on the extent that they are affected and also by the direction, either positive or negative. However, employee’s opposition can be potentiated or reduced, depending on the manifestation of the following forces within an organization: communications, the type of organizational structure, management style and organizational culture, forces which refer to the organizational climate. To answer our question, we have researched the current literature and discovered that the change agent can represent a force generating resistance to change within an organization in those situations when he or she identifies with a middle or top manager from the organizational pyramid. This information is valuable to researchers and practitioners, as for a long time, employees were considered the only ones manifesting resistance, the possibility that the change agent can oppose new changes being ignored.

Book Reviews by Daniela Bradutanu

Books by Daniela Bradutanu

Resistance to change has been seen for a long time as an important factor that impacts an organiz... more Resistance to change has been seen for a long time as an important factor that impacts an organization’s interests. As Smollan (2011) states, resistance is viewed as a destructive force that runs against the interests of the organization. The aim of this study is to reach three objectives, which will give us a clearer view about how employees behave when a new change is announced to be implemented. The first objective is to identify the main reasons why employees oppose a change effort. The second objective is represented by the outcome expectation of the change process, and the third implies identifying if employees support the change process. Some researchers argue that employees usually oppose new changes, trying to sabotage them or simply refusing to participate, while others confute these statements. To reach our objectives, we have conducted two separate surveys in an international credit institution that has undergone a major change in the last years. To make a comparison, we chose two neighbouring countries from the European Union, Romania and Hungary, in which the credit institution has headquarters. Data was collected using questionnaires, interviews with managers and other employees, and, in Romania, also using direct observation. Data collection in each study followed the same protocol.

The aim of this article is to validate a proposed model of the forces generating resistance to ch... more The aim of this article is to validate a proposed model of the forces generating resistance to change within an organization.
After analyzing the literature and conducting a survey in Romanian organizations I concluded that the forces that generate resistance to change have a great impact on employees’ resistance to change. The research was designed to inform practitioners, researchers, managers and other interested persons about the resistance to change phenomenon, as well as how the phenomenon is manifested in different types of organizations. The participating organizations were both from a private and public sector, the survey including 232 employees, from which 112 were top managers and 120 were operational officers.
The main contribution of this paper is that the model was validated, all hypothesis being admitted. The conclusion is that the resistance to change phenomenon will be more pronounced or not, depending on the type of the identified forces.

In this article we examine where in an organizational change process it is better to place the re... more In this article we examine where in an organizational change process it is better to place the reducing resistance to change phase, so that employees would accept the new changes easier and not manifest too much resistance. After analyzing twelve organizational change models we have concluded that the place of the reducing resistance to change phase in an organizational change process is not the same, it being modified according to the type of change. The results of this study are helpful for researchers, but especially for organizational change leaders. As change leaders are usually the ones confronted with resistance from their subordinates, they must know exactly how to deal with it and when is the best moment to reduce it, depending on the type of change that is desired to be implemented. The key contribution to this paper is that the best way to gain employee’s support and change attachment is to try and reduce resistance to change before the actual implementation. Only when an...

The aim of the study is to identify the main motivational factors within a multinational company.... more The aim of the study is to identify the main motivational factors within a multinational company. The first objective is to identify work functions, formulated on Abraham Maslow's pyramid, following the identification of the key characteristics that motivate an employee at the work place and last, but not least, the type of motivation that employees focus, intrinsic or extrinsic. The research method targeted a questionnaire based survey, including various company employees and an interview with the manager. The results confirmed that in Romania, employees put great emphasis on extrinsic motivation, a certain income and job security being primary. These results have implications for managers that in order to effectively motivate staff, first, must know their needs and expectations. To identify the main needs and motivational factors we had as a starting point Maslow's pyramid.

The purpose of this research is to identify if the change agent represents or not a force generat... more The purpose of this research is to identify if the change agent represents or not a force generating resistance to change within an organization. The employees affected by a change process are usually the ones who oppose to new implementations. Their opposition is bigger or smaller, depending on the extent that they are affected and also by the direction, either positive or negative. However, employee’s opposition can be potentiated or reduced, depending on the manifestation of the following forces within an organization: communications, the type of organizational structure, management style and organizational culture, forces which refer to the organizational climate. To answer our question, we have researched the current literature and discovered that the change agent can represent a force generating resistance to change within an organization in those situations when he or she identifies with a middle or top manager from the organizational pyramid. This information is valuable to researchers and practitioners, as for a long time, employees were considered the only ones manifesting resistance, the possibility that the change agent can oppose new changes being ignored.