Constant change in today’s global environment reveals that change is the only thing that is constant. Research in the field of organizational change also revealed the need for organizational managers to understand the frequency of change within an organization, the types of change, when these different changes occur, and the antecedents, conditions, causes, and managers’ perceptions of these changes. Lewin’s three-step model was used as the framework for this study. The three steps are unfreeze, change, and refreeze. These steps are positively related to systematic change and successful implementation of change is viewed as the most important change readiness factor of the change model. For a successful change to happen, middle managers should draw from Lewin’s three-step model. While current studies addressed the employee’s readiness for change, they did not examine how middle managers perceive, communicate, implement, and sustain organizational change. The theoretical framework of Lewin’s three-step model guided the research questions used to investigate this phenomenon: How do middle managers plan organizational change? (Lewin’s model of change, Step 1, unfreeze). How do middle managers implement organizational change? (Lewin’s model of change, Step 2, change). How do middle managers sustain organizational change? (Lewin’s model of change, Step 3, refreeze). The findings of the study also align with the theoretical framework of “change”, the second step of Lewin’s model that communicating change to followers is essential and as well as dispelling rumors to keep followers engage during organizational change. The study findings also revealed the anchoring of change through training and management support.
|Advisor:||Remsen, Mary Ann|
|Commitee:||Ofori, Edward, Wade, Sharlie|
|School:||Grand Canyon University|
|Department:||College of Doctoral Studies|
|School Location:||United States -- Arizona|
|Source:||DAI-A 82/7(E), Dissertation Abstracts International|
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