The analysis of an organizational change: a case of downsizing a company in Thailand.

Abstract

In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They need to react quickly to the global revolution if they want to stay ahead of the game. As a result, it is very challenging for an organization to deal with constant fluctuation proactively and successfully. The purposes of this paper are: to identify key factors (both that support and hinder change), to understand how the concept of Kotter’s eight steps of change process applies, and to understand how employees feel and deal with change by applying the concept of Bridges’ Managing Transitions. In this research, according to the framework, a case study of a global leading company is used to be discussed and examined where the real situation of organizational downsizing change occurred. It is to explore how it successfully implemented the change. The qualitative approach; semi-structured interview with open-ended questions, is applied. The research has found that the key factors which support the change implementation are leader, communication, empathy, knowledge, personal attitudes and background. However, personal adopter type is considered as the factor that both support and hinder change. KEY WORDS: Organizational Change/ Factors influencing Change Implementation/ Kotter’s Eight Steps of Change Process/ Bridges’ Managing Transitions