Structure and communications in the process of organisational change: Eastern European experience and its general relevance [chapter]

P. C. Humphreys, E. L. Nappelbaum
1997 Decision Support in Organizational Transformation  
Every organisational change creates some organisational stress and makes personnel both winners and losers within the organization. To a large degree this is a result of the inevitable change of the organization perspective as well as ensuing organisational restructuring. In this paper we investigate the organisational perspectives generally adopted by top management. and explore the consequential stresses generated in the attempt to implement the ensuing prescriptions for change. We stipulate
more » ... ange. We stipulate that middle management will feel themselves the most threatened by processes of organisational change instigated from above. We demonstrate how they transfer this feeling further down the hierarchical ladder. A major factor here is a virtual break in communication within the organization resulting from the radical change of the communication context. We illustrate how situation is further aggravated by middle management assuming the role of interpreters of top management's intentions and of the sole guardian of the power of the organisational unit they manage and hence of the protector of its personnel. In this way the previous organisational structure becomes an infrastructure for the pockets of tacit resistance to organisational change that may frustrate its purposes in the long run. On the basis of the model for problem formulation and choice developed by Nappelbaum, this situation is examined and is related to the issue of P. Humphreys et al. (eds.), Decision Support in Organizational Transformation
doi:10.1007/978-0-387-35348-7_4 fatcat:fdn3um36tzceza34ityrhvmyvu