Team Approach to the Management of Change in the Nigerian Manufacturing Organizations: Strategies, Challenges and Prospects

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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