Team Approach to the Management of Change in the Nigerian Manufacturing Organizations: Strategies, Challenges and Prospects
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Description
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Abstract
This study took a critical look at the activities of manufacturing organizations in the area of Teams Approach to the Management of Change in Nigerian manufacturing organizations, with three manufacturing organizations from southern part of Nigeria as the focal point for the study.
The study determined if team approach to change management would bring about an increase in productivity, and attempted to ascertain if there was a significant relationship between team approach to management of change and organizational ability to survive.
The study also sought to ascertain the strategies, challenges and prospects of team approach to change management and to ascertain if managerial roles to team approach to change management compared favourably with Mintzberg’s model on managerial roles.
The study was carried out using survey design. Both primary and secondary data were utilized for the study. A sample size of 389 was used for the study. The research instruments employed was structured questionnaire and an interview.
The descriptive statistics of simple percentage, tables, means, frequencies and standard deviation were employed to analyze the data, while the inferential statistics of Z-test was used to test the first, second, third, fourth and sixth hypotheses, while the fifth hypothesis was tested with Spearman’s Rank correlation coefficient at alpha level set at 0.05.
Introduction
Work is a group-based activity and if organization is to function effectively it requires good teamwork. Katzenback and Smith (1993) define a team as a small number of people with complementary skills who work toward common goals for which they hold themselves mutually accountable.
A team depends on its own members to provide leadership and direction. Teams can also be organized as departments.
Bailey-Scudamore, (1991) opine that many organizations face a volatile environment in which change is nearly constant and if they are to survive and prosper, they need to adapt to change quickly and effectively.
Human resources are almost always at the heart of an effective response system; this is because effective leaders work with subordinates and co-workers to create visions and strategies as means to achieve the organization’s goals.
Rapid change can put employee under a great deal of stress, and unless the organization develops support mechanisms to keep it manageable both the firm and employees may pay a heavy price (Gomez-Mejia, et al, 2001).
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