engleski

Reasons of individual resistance to organizational changes in Croatian enterprises.

Research and practice showed that 67-80 % of all the attempts to implement change fail while in 20% of all cases only one third of the expected outcomes were achieved. Most initiatives to implement organizational changes did not achieve desired outcomes ; they were late, unclearly and poor communicated, not focused on target or exceeded planned budget. Organizational changes interweave, overlap and blend. Although organizational changes are driven by various forces and motives, and managed by different managers and departments, aforementioned obstacles are mostly influenced by different reasons of individual resistance to change. The aim of this paper was to examine how managers can deal with employees' resistance to change. The working hypothesis was that changes can be successfully implemented if management is familiar with the most typical reasons of employees’ resistance. The primary online survey was conducted, just before the accession of Croatia to the European Union. The sample of fifty (N=50) Croatian managers from 25 industries took part in it. The findings of this research indicated that the power of habit for routine way of work, techniques and procedures, among others, is the most important reason of individual resistance to changes in Croatian enterprises. We concluded that prerequisites for successful change implementation are good preparation for implementation, high level of consent of all employees to accept change, and change managers' high level of professionalism and competence.

change management ; Croatian enterprises ; organizational change ; reasons of individual resistance

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