The Capstone Project Integration Theory Order Instructions: Read about your final project

The Capstone Project:

Description: The capstone project must be related to the student’s field of study, future employment, and/or scholastic goals and is carried out under faculty and/or industry supervision. The capstone project integrates theory and application from across the student’s undergraduate educational experiences and presents an opportunity for the student to demonstrate mastery of curriculum content through a final project. It is the students’ signature statement highlighting the educational training they received. Capstone projects may be displayed in a college fair that is open to employers and the general public.

Students must complete a capstone project which includes a 20-page paper, (including your title and reference page), a 5-7 slide PowerPoint Presentation and a 5-15 minute video. Students must submit a proposal to the instructor using the Capstone Proposal Template available from the instructor in Week 1. You may work alone or in a team for this final capstone project. The proposal tells the instructor what you plan to research or produce and why and how you plan to do it. Remember (In addition to submitting the proposal, students are required to submit a final paper and a 5-7 slide PPT presentation. In addition to submitting the proposal and PP, students are required to submit a final paper, a 5-15 minute video.)

The Capstone Project Integration Theory Goals

1. Complete a major project that clearly demonstrates the upper-level skills expected of graduates in their major.
2. Demonstrate dependability, initiative, time-management, organization and prioritization skills.
3. Write a formal proposal describing the topic or project to be researched and describing how the research will be conducted or how the project will be completed.
4. Work responsibly either independently or with a group of their peers in the design, implementation, and presentation of a capstone project.
5. Resolve group communication concerns, personal/professional disagreements that may impede the completion of their project.

Input: Instructor coaches and facilitates learner identification and acquisition of learning materials.

Tasks:
•Identify the subject or topic to be written about.
•Outline the steps in problem identification and problem-solving
•Identify a problem to be solved by a real employer, mock employer or the team itself, acting as an entrepreneur.
•Write a proposal regarding the solutions to be implemented and the implementation plan.
•Formulate design specifications of the plan.
•Finalize design specifications based on predetermined criteria and the customer’s needs.
•Create a budget for the plan.
•Present a marketing plan to a group of third-party observers.
•Write a concluding report on the plan.
Present a follow-up report of the plan to peers.

The final paper is expected to be a minimum of 20 pages:
•An introduction that gauges the significance and value of the topic.
•A review of the literature pertaining to the topic so it’s clear that you researched existing knowledge (both theoretical and applied) to establish the context in which your paper is situated.
•A description of the methods or tools used in conducting your study, the process used to gather and evaluate information, and a narrative documenting the critical decisions made in crafting your argument.
•A reporting of results and a summary of the findings of your investigation.
•A conclusion that reviews how your paper speaks to the work that has already been done in the field, how it compares to works of others and any recommendations that you feel are needed.

5 of these pages include:
•Title page
•Executive Summary–a description of the topic and its importance, the research question and how you have answered it, and what your results indicate. 250 words or less.
•A reference and appendices section citing all of the sources you used in your paper. References and Appendixes may exceed 1 pg. and the 5 page total when doing so is a consequence of the volume of either.

The Capstone Project Integration Theory Sample Answer

Abstract

Effective change implementation happens to be an issue that often presents significant problems for employees. These problems often arise from the resistance to change on the part of employees. This study aims at investigating the significance of the change to organizations. This study employed a qualitative approach to accomplishing its goals. Besides, this study focused on identifying why employees often resist change and methods of making employees feel comfortable with the process of change implementation. Random sampling was employed in selecting respondents for the study. Besides, interviews were employed in gathering information from participants. Data analysis was executed using content analysis. In the study, 50% of the respondents claimed that training workers are the most effective mechanism of overcoming resistance in firms. 33% of the respondents suggested that the most effective method of overcoming resistance in organizations is involving workers in the process of change execution. On the other hand, 17% of the participants considered the consideration of workers’ interests as the most effective mechanism of overcoming change. Moreover, 50% of participants considered job layoffs as the most feared aspect of change. 33% of the participants argued that the most feared aspect of change is the need to adopt novel methods of performing duties. 17% of the respondents suggested that the most feared aspect of change is increased tasks that often accompany change.

Contents

1.0 Introduction. 4

2.0 Objectives. 5

2.1 Main Objective. 5

2.2 Specific Objectives. 5

3.0 Problem Statement and Justification. 5

4.0 Research Questions. 5

5.0 Literature Review.. 6

5.1 Organizational Change. 6

5.2 Overcoming Resistance to Change. 7

5.3 Significance of Change in Organizations. 9

6.0 Methodology. 11

7.0 Results. 13

8.0 Discussion. 21

9.0 Conclusion. 24

10.0 Limitations of the Study and Recommendations. 24

11.0 Reference. 26

12.0 Appendix. 29

Why Changes are Important in Organizations

The Capstone Project Integration Theory Introduction

Organizations need to ensure that they adapt to the volatile external and internal business environment to enable them to compete favorably with their rivals, and expand their operations. Taking into consideration aspects of continuous advancements in the technological, social and economic factors, it is significant that firms change the manner in which they are organized. Organizational change refers to the actions or measures that have to be adopted by companies’ management to enable to firms respond effectively to the wider socio-economic environment via the turnabout of systems/structures, processes and behaviors that target at the advancement and development of a firm (Bala & Venkatesh, 2013). One of the primary reasons that necessitate change within firms is the progression/evolution of technology. New products, raw materials, operations, and methods require firms to adapt and execute new technologies. Besides, such changes are needed on the part of workers as they enable employees to engage in a constant or continuous process of updating their knowledge. Furthermore, companies require change as it helps them be in line with the novel, mergers, acquisitions, globalization and corporate restructuring or reorganization. The constant change of demand and supply, abolition or creation of novel methods alongside the establishment of novel services makes market operations a dynamic and ever-changing system, and not a sum of procedures, which lack the ability to respond/counter novel needs and contribute to the establishment of vital solutions. In addition, firms should not overlook the political and social factors that influence companies and direct them towards the processes of change. Resistance from employees is one of the principle reasons that often contribute to the failure of change initiatives (Rashid & Zhao, 2010). Some of the factors that always make employees develop resistance to change are an increased workload, fear of job/work layoffs, poor comprehension of the necessity for change and contentment/satisfaction with the status quo. Taking these aspects into consideration, there is a need to investigate the significance of the change to organizations. Such an undertaking will help firms eliminate issues that are associated with the resistance to change on the part of employees.

2.0 Objectives

2.1 Main Objective

To investigate why change is important to organizations

2.2 Specific Objectives

To investigate the suitable methods that organizations can employ in implementing change or make employees comfortable with the change process.
To identify the reason that makes employees resist change

3.0 Problem Statement and Justification

Approximately 70% of significant changes that are executed by firms like quality improvement initiatives and mergers often end up failing (Drew & Wallis, 2014). One of the principal factors that often contribute to the failure of successful change implementation is resistance from workers/employees. Employees always resist change as they are satisfied with the current state of events in their firms and are afraid of the new alternations that often accompany change. Taking this aspect into consideration, there is a need to investigate the significance of the change in organizations with the aim of eliminating issues such as resistance.

4.0 Research Questions

why change is important to organizations
What are the suitable methods that organizations can employ in implementing change or make employees comfortable with the change process?
Why do employees resist change?

5.0 Literature Review

5.1 Organizational Change

Organizational change refers to the adaptation of new behavior, actions or ideas by a firm with several perspectives/notions on organization development and strategic change. The responsibility of team leaders or managers is vital in ensuring that change is implemented in organizations in a successful way. In organizations, changes often range from psychological evolution/transitioning to organization downsizing, and from technological to structural alterations. Organizational change focuses on transformational and operational alterations. According to Bala & Venkatesh (2013), transformational change takes into consideration the renewal and redesign of the organization, which is always accomplished by the effort arising from management science modeling. Battilana & Casciaro (2012), argue that organizational change happens in many several forms such as the launching of novel innovations or technologies, novel process of administrative structures, new processes or any procedure that is novel to a firm. For organizations to accomplish a successful change implementation, they need to have adequate time and avoid making mistakes in the course of executing the intended change. Making of mistakes during change implementation can result in a devastating effect/impact on the success of executing the intended change. Some of the issues associated with making mistakes during change implementation are negating all gains and delaying the momentum of change execution.

According to Christensen (2014), change refers to the creation of knowledge and its dissemination, and altered coordination/harmonization and communication trends/patterns. In addition, effects of modeling structures or systems of organizations are restricted to the creation of novel organizational routines and roles. In relation to this, the operational changes that result from modeling are have many similarities to those operational changes that are acquired via other forms/types of process innovation.

5.2 Overcoming Resistance to Change

Resistance on the part of employees is the principle factor that often contributes to the failure of successful change implementations in organizations. Individual always fear and resist changes. According to Drew & Wallis (2014), firms can manage to overcome resistance to change on the part of employees using mechanisms such as education/training and commitment, involvement and participation, facilitation and supports, manipulation and co-optation, negotiation and agreement, and implicit and explicit coercion. Administrative and technical changes often affect the performances of companies via distinct paths. Technical alterations possess a positive and direct influence on performances of organizations, while administrative alterations promote performances of firms in an indirect manner via technical changes. In addition, organizational culture plays a vital role in relation to the adaptation of administrational changes. According to Mantere; Schildt & Sillince (2012), firms can moderate the changes/impacts of changes via three aspects, which are opportunity, motivation and potential of change.

Rashid & Zhao (2010) argue that organization can manage to make their employees feel comfortable with the introduced changes when they involve them in the change implementation processes. When individuals or workers are engaged in the process of change implementation, they often develop the feeling of being part of the process. As such, these workers often work towards the realization of the effective execution of the change process. One of the mechanisms organizations can employ in engaging their employees in the process of change implementation is asking them for opinion and integrating such suggestions in the change execution process.

According to Savolainen (2013), companies can manage to realize effective change management when they engage in the clear definition of the necessity or need for the intended change. One of the methods that organizations can employ in realizing this goal is communicating the benefits of the intended change to employees and to the organization. This approach is significant in ensuring that employees are motivated to work towards the realization of an effective execution of the intended change as they expect to benefit from them. Motivation acts a vital component of increasing employees’ commitment towards the realization of organizational changes.

Sharif, M & Scandura (2014) claim that companies should ensure that they address the needs of individuals/employees who are involved in the change implementation process. Such an undertaking is vital in ensuing that workers develop the feeling of being appreciated by their managements. Prioritizing the interest of employees in the process of change implementation acts a significant step in the realization of a successful change execution.

According to Savolainen, T. (2013), firms can manage to make their employees feel comfortable with the process of change implementation by designing flexibility into their intended changes. In relation to this, organizations can design flexibility into changes by phasing such changes whenever possible. Such an approach is vital in ensuring that employees are places at suitable position of redefining their roles in the course of change implementation. In addition, top management should ensure that they are open and honest to their employees concerning the process of executing their intended changes. Managements should also focus on the positive dimensions of their intended changes. This attitude should also be instilled in employees as they are significant stakeholders in change execution.

According to Nasir & Zafar (2014), companies can enhance the process of change implementation by ensuring that their employees undergo effective training on the issue to be introduced in the organization. In relation to this organizations should focus on the delivery of training programs/interventions. According to Rashid & Zhao (2010), training interventions are more effective in promoting a successful change implementation process than processes like communication, conducting meetings, self-esteem, team building and coaching.

5.3 Significance of Change in Organizations

According to Sharif & Scandura (2014) and Savolainen (2013), change is vital in organizations as it enables firms to cope up or keep pace with the emerging innovations or technological developments in the society. Transforming firms in line with novel innovations helps organizations to edge out their rivals. Besides, such embracement of emerging technologies ensures that companies enhance or increase their productivity. In 1980s, the launching of the CDs (Compact Disks) acted as a perfect example of the importance of change in technological advancements (Savolainen, 2013). Record companies that embraced this technology witnessed immense gains as the production of CDs was noted to be cheaper than the manufacture of LDs. Integrating change in relation to the emerging innovations assists firms in the development of novel procedures that can be employed in executing various activities and operations.

Nasir & Zafar (2014) argue that organization should embrace change as it contributes significantly to the effective management of crises. Change often becomes a necessity organization find themselves in crises. Change helps firms to rectify some of their activities or processes that have become inefficient or ineffective. The implementation of changes to discard or eliminate these activities or processes helps firms to handle turbulent times in an effective manner. Moreover, changes ensure that organizations evade costs of sustaining processes and activities that happen to be inefficient and ineffective. Comprehending that change is significant in addressing problems such as fear of job lay-offs, increased turnovers and incompatible corporate cultures, which always arise from mergers and acquisitions, offers a suitable platform on which firms can identify appropriate methods of implementing changes (Nasir & Zafar, 2014).

According to Rashid & Zhao (2010), apart from enhancing the skills and competitiveness of employees, changes in firms helps in ensuring that organizations keep pace with globalization, which can act as an opportunity or threat. Globalization has ensured that companies produce services and goods at reduced/lower costs in some regions than others. In their bid to cope with globalization, firms should ensure that they comprehend the regional and cultural differences that exist in various markets or industries. Such an understanding ensures that organizations are equipped with knowledge that can be employed in developing approaches for the industries or markets in which they operate. Other external factors that require firms to embrace are increased or decreased market/industry opportunities, competition and legislation.

Development of the appropriate organizational culture is vital in ensuring that organizations instill right values in their taskforces. Such values ensure that there is an effective interaction and peaceful coexistence among employees, and between the organization and society. According to Raffaelli & Glynn (2014), many firms always initiate or introduce change with the aim of improving their organizational cultures. Changing or altering the organizational cultures, which can take into consideration values, feelings, basic beliefs and external and internal associations, improve firms’ efficiency and productivity. The integration of effective organizational cultures in firms also ensures that organizations are places at suitable positions of attracting novel consumers, reducing production costs and increasing customer satisfaction. Moreover, firms with appropriate organizational cultures often increase their employee retention capacities (Raffaelli & Glynn, 2014). The top managements of companies are always in charge of driving the culture changes. As such, these managements should ensure that they involve employees in their change implementation processes. Owners of businesses should also ensure that they are engaged in the retention of commitment or dedication of their workers during the process.

6.0 Methodology

Qualitative approach was employed in this study. The principle aim of a qualitative research is to develop an in-depth contextual understanding of events or phenomena, which are being studied or investigated. Qualitative research focuses on capturing and evaluating feelings, experiences and thoughts (Bansal & Corley, 2012). The three research questions were relevant to the research as they aimed at revealing significance of change to firms, ways of making employees feel comfortable with the process of change and why employees often resist change (Roberts, 2004). Moreover, the nature of the study questions, which were used in the realization of this research’s aims, was in line with the interpretivist concept/approach to research methodology (Brown, 2010). Most of the answers/responses that were obtained from participants were interpreted with the aim of comprehending the results, as opposed to describing them.

Simple random sampling (SRS) was employed in selecting respondents for the study. In random sampling, every member of the population to be studied has an equal chance to participate in the research (Creswell, 2005). The whole process of sampling is executed in a single stage with every subject being selected independent of the other population members. Random sampling was employed in this study as it enabled easy assembling/gathering of the samples/participants. Moreover, it offered a suitable platform on which a fair selection of respondents was realized as every person had an equal chance of participating in the research. Furthermore, the use of this method ensured that the findings that were obtained in the study were employed as representatives of all organizations and employees (Ellis & Levy, 2008). As such, the use of this selection technique ensured that issues such as biasness of selection process were eliminated from the study. In relation to this, six participants were selected for the study. Respondents were three junior employees and three departmental supervisors.

Semi-structured interviews were used to gather data from the participants. This technique was adopted as semi-structured interviews ensured that a phenomenological approach, which focused on individuals’ perspectives, interpretations and perceptions of certain circumstances, was employed in the study (Fan, 2010). Semi-structured interviews are often executed in with a fairly open model/framework that permits a focused and conversational two-way communication. As such, this approach ensured that the researcher could give and acquire information from the respondents (Pole & Bondy, 2010). Contrary to the use of the questionnaire model, where detailed questions are established prior to the actual interview of respondents, semi-structured interviewing begins with general topics and questions. However, some questions may be developed prior to the interview to help guide the interviewing process (Leedy & Ormrod, 2010). The rest of the questions were asked during the interviewing process so as to enable the researcher and interviewees have the flexibility of probing for adequate information on the topic under investigation.

Respondents were briefed about the topic under investigation and informed about the significance of the study. Their consent was then sought prior to them being probed. Besides, participants were assured of their safety and privacy in relation to participating in the study (Nieto; Wittek & Heyse 2013). The interview was the executed during which the conversation between the researcher and respondents was recorded.

Data analysis was executed using content analysis. Content analysis involves analyzing and comprehending the collections of texts. This technique was employed in reducing the large quantity of unstructured to a relevant and manageable content of the research questions/evaluation questions (Peisko & Toder 2013). In relation to this, the information gathered from the study was categorized under three themes that include significance of change in organizations, how to make employees comfortable with change and why employees often fear/resist change.

7.0 Results

Significance of Change in Organizations

Participant	Response
1^st Supervisor	Helps organizations in coping up with recent innovations, handling problems and developing appropriate organizational cultures.
2^nd Supervisor	Enables organizations to keep paces with the emerging technologies, improve their cultures and get rid of ineffective processes of productions.
3^rd Supervisor	Ensures that firms replace obsolete technologies or processes with new ones, rectify mistakes that can impact negatively on the production processes and restructure their operations
1^st Employee	Helps firms in adopting new methods of production, and rectifying mistakes that contribute negatively to the productivity of organizations.
2^nd Employee	Help firms adapt to new technologies and improve their production processes.
3^rd Employee	Helps firms improve their relationships with clients

In the table above, it can be noted that change is often associated with many benefits to organizations. Some of these benefits of change are it helps firms adapt to new technologies, adopt cultures that foster good relationship with consumers. Change also help firms correct mistakes and get rid of obsolete or ineffective operations/innovations.

Significance of Change to Employees

Participant	Response
1^st Supervisor	Ensures that employees enhance their skills and improve their values
2^nd Supervisor	Helps employees increase their productivity and skills
3^rd Supervisor	Ensures that employees are placed in a suitable position of improving their skills
1^st Employee	Ensures that workers enhance their skills and competitiveness.
2^nd Employee	Helps workers enhance their competitiveness
3^rd Employee	Enhance the skills of workers

The table above reveals that change also has benefits to employees. Change helps employees improve their skills, thereby enhancing their competitiveness.

How to Make Employees Comfortable with the Change

Participant	Response
1^st Supervisor	Informing workers about the significance of such changes, training workers on the issues to be introduced and involving employees in the implementation process.
2^nd Supervisor	Educating employees on the issues to be introduced, informing employees about the benefits of the intended changes to them and to the organization. Involving workers in the process of change execution.
3^rd Supervisor	Educating employees on the issues to be introduced in the organization. Engaging employees in the entire process of change.
1^st Employee	Consideration of the interests of workers and trainings
2^nd Employee	Informing employees about the changes and training of employees
3^rd Employee	Involving workers in the process of change alongside training them

In the table, it can be noted that organizations can adopt several ways in making their employees comfortable with change. Some of these ways include educating or training employees, engaging or involving employees in the process of change, informing employees about the significance of change and considering the interests of workers in the change implementation process.

The Most Effective Method of Overcoming Resistance

Participant	Response
1^st Supervisor	Training
2^nd Supervisor	Training/education
3^rd Supervisor	Involvement of employees
1^st Employee	Training/education
2^nd Employee	Consideration of employees’ interests
3^rd Employee	Engagement/involvement of employees

In the table, it is shown that the most effective method that can be employed in overcoming change is training employees. 50% (3 respondents) of the participants argued that training employees is the most effective method of overcoming resistance in organizations. 33% of the respondents argued that the most effective mechanism of overcoming resistance in organizations is engaging workers in the process of change implementation. On the other hand, 17% (1 respondent) of the respondents considered the consideration of employees’ interests as the most effective method of overcoming change.

Why Employees Fear Change

Participant	Response
1^st Supervisor	Job lay-offs and fear of abandoning their old ways of doing things.
2^nd Supervisor	Job lay-offs and use of new methods of conducting duties.
3^rd Supervisor	Lack of knowledge on the significance of change, retrenchments or job lay-offs, and the need to conduct their duties in new ways
1^st Employee	Retrenchments, increased tasks and new methods of executing tasks
2^nd Employee	Retrenchments, increased tasks and new methods of executing duties.
3^rd Employee	Retrenchments and new ways of performing their duties.

In the table above, it can be noted that respondents pointed out several reasons that make employees fear change. Employees often resist change due to the fear of job lay-offs, increased tasks and new methods of performing their operations. Besides, some employees resist change because they want to stick with their old methods of executing their operations/contentment with the status quo.

The Most Feared Aspect of Change

Participant	Response
1^st Supervisor	Job Lay-offs
2^nd Supervisor	Job Lay-offs
3^rd Supervisor	New methods of executing tasks
1^st Employee	Job Lay-offs
2^nd Employee	New methods of executing tasks
3^rd Employee	Increased duties

The table above reveals that the most feared aspect of change is job lay-offs. In the study, 50% (3 respondents) considered job lay-offs as the most feared aspect of change. 33% (2 participants) of the respondents argued that the most feared aspect of change is the need to adopt new methods of performing tasks. 17% (1 participant) of the respondents claimed that the most feared aspect of change is increased duties that often accompany change.

8.0 Discussion

This paper aimed at investigating the significance of change in organizations. Besides, the paper focused on identifying the reasons why employees or individuals often fear change and methods that can be employed by firms in overcoming employees’ resistance to change. In relation to the significance of change in companies/organizations, employees pointed out several benefits that are associated with change in organizations. It was noted that change often enable organizations to cope up with the pace of technological advancements and to correct mistakes that may impact negatively on the product processes. Furthermore, it was noted that change enables firms to adopt cultures that might help in fostering good relationships with consumers/clients. These findings were in line with the findings of Sharif & Scandura (2014) and Savolainen (2013) that change is vital in firms as it enables organizations to cope up or keep pace with the emerging innovations. Besides, the findings match those of Nasir & Zafar (2014) the change contributes significantly to the effective management of crises. All these measures are often aimed at ensuring that the productivity and competitiveness of firms are increased or enhanced as demonstrated in the statements of the 1^st and 2^nd supervisors shown below:

1^st Supervisor: Change helps organizations in several ways such as coping up with recent innovations, handling problems and developing appropriate organizational cultures. Embracing these developments is significant in ensuring that companies increase their productivity

2^nd Supervisor: The significance of change lies in the fact that is enables organizations to keep paces with the emerging technologies, improve their cultures and get rid of ineffective processes of productions. As a result, firms are placed in a suitable of competing with their rivals in an effective manner.

It was noted that employees often benefit from the process of change by improving their skills and competitiveness through training programs that are often executed on the issues to be implemented in the organization. This finding was evident in the statements of participants as shown below:

1^st Supervisor: Change ensures that employees enhance their skills and improve their values via training that are provided to them prior to the implementation of change.

3^rd Supervisor: Change ensures that employees are placed in a suitable position of improving their skills, which in turn ensures that they can cope up with novel innovations.

1^st Employee: Change is significant in ensuring that workers enhance their skills and competitiveness.

2^nd Employee: Change helps workers improve or enhance their competitiveness

These findings are in line with the findings of Rashid & Zhao (2010) that change often ensures that employees increase their skills and competitiveness.

The study also identified that employees often fear change due to several reasons. The reasons that were participants pointed out are fear of job lay-offs, fear of performing takes using new methods and fear of increased activities. Moreover, it was noted that some employees often resist change because they want to stick to the old method of performing tasks. These findings were proved by statements workers always fears issues such as retrenchments, increased tasks and new methods of executing tasks that often accompany change. And most employees always fear job lay-offs. Others also fear abandoning their old ways of doing things from the 1^st employees and 1^st supervisor respectively. In addition, 50% of the respondents argued that the most feared aspect of change is job lay-offs that often accompany it. 33% of the participants considered the need to executed duties using new methods as the most feared aspect of change. 17% of the participants claimed that the most feared aspect of change is increased tasks as shown in figure 3 of the appendix. In relation to this, it can be argued that the most feared aspect of change is job lay-offs.

Taking into consideration the aspect of making employees comfortable with the change process, participants pointed out several ways of overcoming resistance to change. These ways included training employees, engaging employees in the process of change execution, considering the interests of employees prior to and during change implementation process, and informing employees about the significance of change to them and to the organization. In relation to this, 50% of the participants claimed that the most effective methods of making workers comfortable with the process of change is training or educating them on the new issues to be introduced in organizations. 33% of the respondents claimed that the most feared aspect of change is the need to adopt new methods of performing tasks. 17% of the participant argued that the most feared aspect of change is increased tasks that always come with change. As such, these findings match that those of Drew & Wallis (2014) that firms can manage to overcome resistance to change using mechanisms such as education/training and commitment, involvement and participation, facilitation and supports, manipulation and co-optation. In relation to these findings, it can be argued that the most feared aspect of change is job lay-offs.

9.0 Conclusion

Change happens to have many benefits to organizations. Change ensures that companies are in a position to cope up with new innovations, rectify their mistakes and improve their organizational cultures. Besides, change often ensures that workers enhance their skills and competitiveness. However, employees often fear change due to uncertainties that accompany it such as job lay-offs, increased tasks and need to perform duties using new methods, which are not known to employees. Taking into consideration the significant benefits of change to organizations and employees, firms should focus on overcoming resistance by training employees on intended changes, informing workers about the significance of changes to them and to the organization, engaging employees in the process of change and considering the interests of workers during the implementation of change.

10.0 Limitations of the Study and Recommendations

The principle limitation of this study is that only few respondents were interviewed. As such, further research should focus on executing their operations by interviewing a large sample so as to ensure that appropriate conclusions can be established.

Organizations should focus on training employees on the issues to be introduced in firm as this has been identified as the most effective method, which can be employed in overcoming resistance to change in firms. Such an undertaking is vital in ensuring that firms do not retrench their workers in a bid to look for employees with adequate skills to handle tasks associated with the introduced changes (Drew & Wallis, 2014). In this manner, organization can manage to address the fear of job lay-offs, which has been pointed out by employees as the most feared aspect of change.

11.0 Reference

Bansal, P & Corley, K., (2012). Publishing In Amj-Part 7: What’s Different About Qualitative Research? Academy of Management Journal, 55(3) 509-513

Bala, H & Venkatesh, V. (2013). Changes in Employees’ Job Characteristics During an Enterprise System Implementation: A Latent Growth Modeling Perspective. MIS Quarterly, 37(4) 1113

Battilana, J & Casciaro, T. (2012). Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. Academy of Management Journal, 55(2) 381-398

Brown, J. S. (2010). Variable. In Sakind (Ed.) Encyclopedia of Research Design. Thousand Oaks, CA: SAGE Publications, Inc. doi:10.4135/9781412961288.n490

Christensen, M. (2014). Communication as a Strategic Tool in Change Process. Journal of Business Communication, 51(4) 359-385.

Creswell, J. W. (2005). Educational research: Planning, conducting, and evaluating quantitative and qualitative research (2nd ed.). Upper Saddle River, NJ: Pearson.

Drew, W & Wallis, L. (2014). The Use of Appreciative Inquiry in the Practices of Large-Scale Organizational Change. Journal of General Management, 39(4) 3-26

Ellis, T. J. & Levy, Y. (2008). Framework of problem-based research: A guide for novice researchers on the development of a research-worthy problem. The International Journal of an Emerging Transdiscipline, 11, 17-33.

Fan, S. (2010). Independent variable. In N. Salkind (Ed.), Encyclopedia of research design. (pp. 592-594). Thousand Oaks, CA: SAGE Publications, Inc.

Leedy, P. D. & Ormrod, J. E. (2010). Practical Research: Planning and design (9th ed.). Upper Saddle River, NJ: Pearson Education.

Mantere, S; Schildt, A & Sillince, A. (2012). Reversal of Strategic Change. Academy of Management Journal, 55(1) 173-196

Nasir, M & Zafar, F. (2014). Four Factors to Influence Organization & Employee Commitment to Change Within Pakistan. International Journal of Information Business & Management, 6(4) 183-200

Nieto, F; Wittek, R & Heyse, L. (2013). After the Reform: Change in Dutch Public and Private Organizations. Journal of Public Administration Research & Theory, 23(3) 735-754.

Peisko, A & Toder, J. (2013). Changes in the Organization of Business Activity and Implications for Tax Reform. National Tax Journal, 66(4) 855-870

Pole, J. D., & Bondy, J. S. (2010). Control variables. Encyclopedia of Research Design. Thousand Oaks, CA: SAGE

Raffaelli, R & Glynn, A. (2014). Turnkey or Tailored? Relational Pluralism, Institutional Complexity, and The Organizational Adoption of More or Less Customized Practices. Academy of Management Journal, 57(2) 541-562

Rashid, H & Zhao, L. (2010). The Significance of Career Commitment in Generating Commitment to Organizational Change among Information Technology Personnel. Academy of Information & Management Sciences Journal, 13(1) 111-131

Roberts, C. M. (2004). The dissertation journey: A practical and comprehensive guide to planning, writing, and defending your dissertation. Thousand Oaks, CA: Crown Press.

Savolainen, T. (2013). Change Implementation in Intercultural Context: A Case Study of Creating Readiness to Change. Journal of Global Business Issue, 7(2) 51-58

Sharif, M & Scandura, T. (2014). Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement. Journal of Business Ethics, 124(2) 185-196

12.0 Appendix

Figure1: Pre-set Interview Questions

What are the significances of change to organizations?
What are the significances of change to employees?
What are the some methods of making employees feel comfortable with change implementation in an organization?
What is the best method of overcoming resistance in an organization?
Why do individuals/employees fear change?
What is the most feared aspect of change in an organization?

Figure 2: Participants’ Responses

What are the significances of change to organizations?

3^rd Supervisor: Change is vital in ensuring that firms replace obsolete technologies or processes with new ones. It also ensures that firms can rectify mistakes that can impact negatively on the production processes. In addition, change ensures that firms restructure their operations or production processes with the aim of venturing into new markets. All these measures often result into increased productivity to firms.

1^stEmployee: Change helps firms in adopting new methods of production, and rectifying mistakes that contribute negatively to the productivity of organizations. Such measures are vital in ensuring that firms compete favorably with their rivals.

2^nd Employee: Organizations often implement change with the aim of adapting to new technologies and improving their production processes. These undertakings are significant in ensuring that firms increase their productivity.

3^rd Employee: Change plays a significant role in firms. For example, when companies implement changes that are aimed at improving their relationships with consumers, such companies can manage to attract more clients, which in turn can generate more revenues to the concerned organizations.

What are the significances of change to employees?

1^st Supervisor: Change ensures that employees enhance their skills and improve their values via training that are provided to them prior to the implementation of change.

2^nd Supervisor: Change helps employees increase their productivity and skills

3^rd Supervisor: Change ensures that employees are placed in a suitable position of improving their skills, which in turn ensures that they can cope up with novel innovations.

1^st Employee: Change is significant in ensuring that workers enhance their skills and competitiveness.

2^nd Employee: Change helps workers improve or enhance their competitiveness

3^rd Employee: When workers are exposed to trainings that come as a resulted of the intended changes, they often enhance their levels of skills.

What are the some methods of making employees feel comfortable with change implementation in an organization?

1^st Supervisor: organizations can help their employees feel comfortable with changes by informing workers about the significance of such changes, training workers on the issues to be introduced and involving employees in the implementation process.

2^nd Supervisor: Firms should ensure that employees are educated on the issues to be introduced, employees should also be informed about the benefits of the intended changes to them and to the organization. Besides, workers should be involved in the process of change execution.

3^rd Supervisor: Employees need to be educated on the issues to be introduced in the organization. Besides, employees should be engaged in the entire process of change.

1^st Employee: The management should take into consideration the interests of workers prior to the implementation of changes. In some cases, employees may not have the skills that are needed in the performing tasks that are associated with such changes. As such, there should be trainings before changes are implemented.

2^nd Employee: Companies should ensure that employees have adequate knowledge about the intended changes. Besides, there should be training of employees on issues to be introduced in firms so as to avoid replacement of the existing workers with new ones who have knowledge and skills on the introduced changes.

3^rd Employee: Workers should be involved in the process of change and be trained on the issues to be introduced in the organizations.

What is the best method of overcoming resistance in an organization?

1^st Supervisor: Training happens to be the best method of overcoming resistance.

2^nd Supervisor: Employees should be educated on the issues to be introduced in firms

3^rd Supervisor: Workers should be involved in the change process

1^st Employee: Employees should be educated on the issues to be introduced in firms

2^nd Employee: Firms should ensure that employees’ interests are considered prior to the implementation of changes.

3^rd Employee: Employees should be engaged in the process of change implementation.

Why do individuals/employees fear change?

1^st Supervisor: Most employees always fear job lay-offs. Others also fear abandoning their old ways of doing things.

2^nd Supervisor: Many workers often fear the uncertainties that are associated with change such as job lay-offs and use of new methods of conducting duties.

3^rd Supervisor: Employees are always afraid of issues such as, lack of knowledge on the significance of change retrenchments or job lay-offs, and the need to conduct their duties in new ways

1^st Employee: Workers always fears issues such as retrenchments, increased tasks and new methods of executing tasks that often accompany change.

2^nd Employee: Employees often fear issues such as retrenchments, increased tasks and new methods of executing duties.

3^rd Employee: Many employees always fear matters such as retrenchments and new ways of performing their duties.

What is the most feared aspect of change in an organization?

1^st Supervisor: Most employees fear lay-offs

2^nd Supervisor: Many employees fear retrenchments or job lay-offs

3^rd Supervisor: Most employees are always afraid of the new methods they need to employ in conducting their tasks

1^st Employee: Many workers fear retrenchment

2^nd Employee: Many employees fear new methods of executing their tasks

3^rd Employee: Many workers fear increased duties that accompany change

Figure 3: Graphs and Pie Charts

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