ABSTRACT

This study examines the role of communication strategies in change management process in Chi Limited. The research central objective is to conceptualize frame work of the integrated role of communication strategies formulation in conjunction with change management process. Also, it intended to investigate some depth of understanding of how the executive at different level and employees perceive the internal communication process surrounding the change in Chi Limited. As such, the research question that guided the work are: How do the employee’s involved internal communication in Chi Limited aid change management process in Chi Limited?  How does the management of Chi Limited formulate communication strategies in the context of change management? What are the constraints militating against change management process in Chi Limited? A survey method was used for this study. The population consisted of the entire workforce of Chi Limited with a total population of 25 persons. Out of the entire population of 25 persons, 20 persons were selected as the sample size of this study. A questionnaire was developed by the researcher based on likert 5 point scales and was used for the study. Mean scores was used to analyze the data based on the research questions. The research results shows that communication strategies in Chi Limited  is design to aid the change management process through the formation of pattern of communication that is informal tailored to gather feedback from employees through constant interaction which aid management decision making and consequently cushion change resistance. But inspite of this, the change management process in Chi Limited  is constraint from problems arising from employees resisting change due to the nature of change pattern adopted in Chi Limited .As such it is recommended that         Series of comprehensive communication plans for change should be formulated in Chi Limited . This will serve as an important tool enabling adaptation in people and organization and would aid the conveyance of change messages in a strategic manner across the organization to achieve employee’s commitment.

 

 

 

 

 

TABLE OF CONTENTS

 

 

Content                                                                                                                         Pages

Title Page ……………………………………………………………              i

Approval……………………………………………………………..             ii

Certification …………………………………………………………            iii

Dedication……………………………………………………………             iv

Acknowledgement……………………………………………………                   v

Abstract ………………………………………………………………             vi

Table of Content                                                                                                                 vii

CHAPTER ONE

Introduction

1.1      Background of Study…………………………………………..              1

1.2      Statement of the problem…………………………………………      3

1.3      Objectives of the Study…………………….……………………                       4

1.4      Research Questions ………………………………………………           4

1.5      Significance of the Study…………………………………………         5

1.6      Scope and Delimitation of the Study……………………………               6

1.7      Summary…………………………………………………………      6

CHAPTER TWO:

Review of Related Literature

2.1      Introduction……………………………………………………….. 7

2.2      Concept of Frame Work ……………………………………………      7

2.3      Empirical Literature review……………………………………….       11

2.4      Theoretical Literature review ………………..………………….      19

2.5      Summary ………………………………………………………….    31

CHAPTER THREE:

Methodology

3.1      Research Design………………………………………………….  32

3.2      Area of Study……………………………………………………..  32

3.3      Population of the  Study…………………………………………          32

3.4      Sample and Sampling Technique ………………………………                   33

3.5      Instrument for Data Collection…………………………………                    34

3.5      Method of Data Analysis……………………………………….                        35

CHAPTER FOUR:

Data Presentation and Analysis

4.1      Introduction……………………………………………………….. 37

4.2      Research Question Analysis…….………………………………..       38

4.3      Discussion………………………………………………………..      46

CHAPTER FIVE:

Summary, Conclusion  and Recommendation

5.1      Introduction………………………………………………..……                 49

5.2      Summary………………………………………………………..                   49

5.3      Conclusion……………………………………………………….      50

5.4      Recommendations………………………………………………              51

Bibliography……………………………………………………………                     52

Appendix………………………………………………………………                        54

 

 

 

 

CHAPTER ONE

INTRODUCTION

1.1     Background to the Study

The growing globalization of business and increasing competition and technological advancement has led to an increasing need to change organizational polices and strategies (Hampel and Martinsons, 2009). The pace of challenges is increasing and thus organizational change is considered unavoidable (Drucker, 1999).

Organizational change is the continuous process of aligning an organization with its market place and doing it more responsively and effectively than competitors. Thus, organizational change management is a continuous process of experiment and adaptation aimed at matching organizational capabilities to the needs and dictates of a dynamic business environment Rogers (1995).

 

As such, in a highly competitive environment, organizational change becomes indispensable for greater success and excellence. This is due to the dynamism of the internal and external business environment. But inspite of the importance of change management to organization success, employees in most organization resist change, sequel to wrong perception and their in ability to adapt to new development and shifting from their current point. As such, organizational scholars have long  acknowledge the importance of communication strategy in explanation of organizational change in order to clearly communicate in advance, the short and long term effect as well as the benefits and short comings of such change management. This is in order to avoid potential loss that could arise from cynicism in certain group of employees and consequently change resistance Langham (1996).

 

In organization, most problems and challenges are generated by competition, advance technology, mergers, expansion, product quality maintenance, or enhancing employee efficiency on the one hand and rapid growth, new business venture, exciting opportunities, innovation, and new leadership and management approaches on the other (Madsen et al, 2005). To overcome these challenges, organizations are often under pressure for survival and stay competitive in future. In such adverse environment, employee attitude and behavior to accept organizational change is considered important for management and change agents for successful organizational change. This is sequel to the way in which most employee resist change from the onset,

Hence the need to use communication to inform and educate employee on such organizational change before it commences.

It is against this background that the researcher sees the subject matter “The effect of communication on employee’s perception to change in an organization” worthy of being investigated through this survey.

 

1.2     Statement of the problem

Organizational is basically confronted with issue of change resistance by employee. This has been a big challenge as well as impediment to management of organization during such period. This is attributed to constraints arising from the inability of management to communicate such change in advance through effective communication before implementation. Communication problems are common place when change are not clearly identified Lewis (2007). Not only do they cause a drain on profitability, but also the effectiveness of management declines. In the work of Dawson (2006), he opined that there are many underlying reasons why communication often falls short of the ideas, which are “accuracy, reliability, validity, adequacy and effectives,” are addressed with some general issues within the relationship between information and communication in organizations.

 

Lewis (2007)’s research findings, the most frequently noted categories of problem encountered by the company in transition are “communicating vision” and negative attitudes”. If an organization’s management does not consider which communication behaviours, it wishes to foster for its success, the signals it sends to employees may be inconsistent or counterproductive. Thus managers should consider conveying clear communication behavour expectations as a fundamental element of strategy. In doing so, firms might pursue communication audits which involve ethnographic analysis, including observational and interviewing, to learn exactly what organizational policies are operating Gilsdorf, (2008). Moreover, Gilsdorf moves on to argue that analysis of organizational culture should be conducted in order to help determine communication strategy used to solve the problem.

This has cause organization to suffer loss arising from change resistance. Hence the need to investigated the effect of communication on employee’s perception to change in an organization becomes imperative. This is so sequel to gap created by inadequate researches on the subject which has great importance to organizational growth.

 

1.3     Research Questions

1. How is communication use in managing organizational change?
2. What forms of communication is used in managing change in an organization?

iii.      How is communication use in reducing change resistance?

1. What is the effect of communication on workers productivity during organizational change?

 

1.4     Objective of the study

The central objective of the study is to examine the effect of communication on employees perception to change in an organization. The specific objectives are:

1. To identify how communication is use to manage change in an organization.
2. To identify the various forms of communication that can be used to manage change in an organization.

• To find out how communication is used to reduce change resistance.

1. To examine the effect of communication on workers’ productivity during organizational change.

1.5     Statement of Hypothesis

H₁:     Communication has a significant effect on organizational change.

H₂:     Communication does not have a significant effect on organizational change.

1.6     Significance of the study

The study would be important to corporate organizations, individual, scholars and researchers.

To corporate organization the study will be use as a basis for policy formulation and decision making regarding organizational change.

The study will benefit individual scholars and researchers who may wish to use this project report as a basis for further studies.

The study will also add to the existing knowledge in the role of communication in organizational change.

1.7     Scope of the Study

The covers an investigation of the effect of communication in organizational change. The collection of primary data fall with the boundaries of Synergy Limited Kaduna. The period under review is limited to the time from 2006 to 2011.

1.8     Definition of Term

• Communication: Medium use to inform employees about organizational change.
• Change Management: This are strategies formulated minimize change resistance and foster effective reengineering of workflow.

Organizational Change: This are adjustment made in work process or reengineering of an organizational change.