Qualitative and Quantitative Analysis for Change

Topics: Qualitative research, Management Pages: 7 (1140 words) Published: June 13, 2015


Qualitative and Quantitative Analysis for Change
Natasha R. Spears
Grand Canyon University: RES-850 – Foundations for Research June 2, 2015
Introduction
Using quantitative and qualitative data, Data Imports, Inc. CEO, David Long seeks to ascertain if the corporation is equipped for change, employee perceptions related to the change process, employee experiences with organizational change, and employee perceptions of leaders in the implementation of change. What follows is a review and analysis of the data including the manner in which it does or does not support the decision to make sweeping organizational changes. Descriptive Data

The sample population included eight respondents, including four females and four males ranging in age from 22 to 62. Half of the employees responding to the survey – three males and one female – graduated from college. The education level of the other respondents is unknown. Of the eight employees who responded to the survey, four – three male and one female - have management experience that includes executive leadership, project management, senior management, and entry-level management. In an effort to determine if the time is right for significant organizational change, Data Imports, Inc. CEO, David Long decided to collect some data. A review and analysis of the data collected indicates that Data Imports, Inc. is ready for such change. Furthermore, the quantitative and qualitative data indicates that Data Imports, Inc. is ready for change as detailed in Kotter’s 8-Step Change Model, (Kotter, 1997). Analysis of Data

Effective change begins with establishing a sense of urgency (Kotter, 1997). Review and analysis of the qualitative data indicated that a significant amount of employees voiced their concerns about potential changes and their managers to colleagues and others. Fifty percent of respondents shared concerns with friends and family while others voiced concerns to coworkers. This level of discontent is a clear indicator of issues within the organization and the need for immediate action, or urgency to implement change. The change process also requires a group of individuals willing and able to guide change, (Kotter, 1997). The qualitative data collected revealed that participants have keen understanding of change and its effective implementation. Several indicated that they understand change and the manner in which it affects an organization and its people. Additionally, many also indicated that they support change for the advancement of the organization even if they did not totally agree with change efforts. Finally, the respondents expressed the importance of communication at all levels and its impact on the change process. Providing a vision and strategy to reach the vision, Kotter’s third step, “gives the change effort direction and motivates people,” (Kotter, 1997). The qualitative data indicated that respondents expressed a need to understand the rationale and process for change. Details communicated clearly and succinctly allow those impacted by change to process, understand, and support change. Employees that are supportive of change expressed that they emphasized to subordinates the importance of change however, those opposed to change admitted to voicing opinions and then supporting the change efforts. “Any change I was resistant to received my full verbal opposition to with reason if asked or not and then supported.” Others said, “Many times decisions are made for which I do not have all the relevant information, therefore when a change is made that I do not understand (and therefore am indifferent to) I do not try to visibly express that indifference.” Communicating the Change Vision is Kotter’s fourth step in the Change Model. Respondents were adamant that clear effective communication is critical to implementing change within the organization. One respondent said, “Educate the workers about the change and explain why the change is needed, how...

References: John Kotter 's action plan for change. (1997). Strategy & Leadership, 25(1), 21. Retrieved from http://search.proquest.com/docview/194370764?accountid=7374
Appendix
Figure 1: Frequency distribution of participant responses to the Resistance to Change Questionnaire.
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