THE REASONS WHY SOMETIMES THE ROMANIAN PROCESSES OF ORGANIZATIONAL CHANGE FAIL

• Main Authors: Mariana Prediscan, Roxana Nadina Roiban, Simona Biriescu
• Format: Article
• Language: deu
• Published: University of Oradea 2016-07-01
• Series: Annals of the University of Oradea: Economic Science
• Subjects: organizational change,the process of change, change implementation, mistakes of the change process
• Online Access: http://anale.steconomiceuoradea.ro/volume/2016/n1/94.pdf

In our today's reality change can no longer be ignored, because a lack of response to the influences manifested by the environment can have disastrous effects. The concern for implementing innovative changes becomes an imperative for those organizations that want to develop themselves and be efficient, change being the only way to achieve these goals. The pace of change in the business environment has become more and more accelerated and sometimes even the survival of the organization is threatened by the lack of orientation towards change. Managers need to identify appropriate change ideas according to the organization's particularities, which have to be correlated with specific influences exerted by the businesses environment. Even if the idea of change was very well chosen, its success depends on many actions that have to be undertaken during the implementation process. This paper aims to present a series of mistakes that can be made during the first stage of the change process and thus can contribute to the failure of the organizational change processes. The errors made during the implementation of change can be made according to several criteria, this paper presenting the mistakes that can lead to the failure of change from the perspective of the stages of the change process. This paper presents not only the mistakes that can be made in the process of change but also the actions that should be carried out by both managers and employees in order to ensure that these mistakes will no longer occur in the future. Our study was conducted on more than 150 Romanian organizations, mostly Small and Medium Sized Enterprises (SME’s) based on a qualitative research methodology. The interviews included both top management and employees in order to identify the specifics of the processes of change initiated by Romanian organizations and to understand why these processes of change did not have the desired results