| This study examines organizational culture as it relates to change management processes and the evaluation of impact certain variables have on employee acceptance and resistance of major change initiatives.Subjects from both groups were asked to complete a survey instrument designed to measure attitudes and behaviors before and after the treatment condition. Four hypotheses were developed and statistically tested to determine measures of association and causality linking employee change attitudes/behaviors to factors such as employment origin, demographics, earnings potential, job satisfaction, overall job performance, and an understanding of organizational change initiatives.Results of the study indicated that a number of strong mathematical relationships exist between the variables, although none significant enough to statistically support the research hypotheses.The author concludes that recent AT&T change initiatives have been so well managed through communication and participation, the effects of change may have been successfully mitigated. Additionally, the assumption of only change-averse bureaucrats inhabiting bureaucracies is a false one i.e., not all members of a bureaucracy internalize bureaucratic values and make them their own.To determine this impact, one group of AT&T account executives was randomly selected from a national population of 1,712 and designated as Group One--Experimental. A second group consisting of AT&T sales managers from a population of 214 was designated as Group Two--Control. The experimental group was subjected to a treatment condition consisting of changes to their sales compensation plan. The control group was not subjected to any treatment condition.The study findings therefore contribute to an organization's ability to properly implement major change programs to improve overall efficiency and effectiveness, as well as ensure for sustained long-term health and well being. |
