Middelvlakbestuurders binne die staalbedryf se hantering van verandering:'n fortigene benadering.

Abstract

The success of initiatives of change in organisations is commonly measured against the achievement of technical and business standards. Yet, leaders within organisations reluctantly admit, and various change- management experts proclaim more openly, that the ultimate success of change is determined exclusively by the successful management of the human element. If this is indeed the case, it begs the question whether employees have the ability to handle change successfully and effectively, an also how organisations can equip people to handle change successfully in order to achieve the predetermined technical and business objectiv es . The aim of this research project is to determine specifically how middle managers experience and handle organisational change and to determine which factors distinguish those who handle organisational change successfully from those who are less successful. The theoretical point of departure of this study is situated in the fortigenetic paradigm, which has been taken as the basis for the studying of the successful handling of change, also known as coping. Fortigenesis refers to the source of psychological strengths that enables a person to function optimally, in spite of stressful si tu ations. The literature survey proves that the fortigenesis and other relevant concepts are useful in the study of the psychological well-being of a person during stressful events. It is concluded that the presence of these strengths enables individuals to handle stressful situations more successfully than those who lack them. Six constructs were selected on the basis of their suitability to the measuring of these strengths. For the purposes of this study it was decided to focus on change, particularly organisational change, and its impact on middle management. It appears that, although change can be viewed as a stressor, the experience thereof need not necessarily always be negative. The conclusion arrived at from the literature survey is , however, that people's reaction to change is mostly described as negative. Resistance to change further seems to be a popular and convenient approach to the study of the impact of change on a person. There is onl y limited information on people who do experience change positively and who even cope with it. This imparts an unnecessarily negative connotation to change and limits the possibilities for recognising change particularly as a catalyst for growth. In organisational regard, however, change has important managerial implications. During the empirical investigation of this research, middle managers in the steel manufacturing industry (N=38) were initially measured with regard to the presence or absence of fortigenetic strengths. Si x measuring instruments, namely the Life Orientation questionnaire or sense of coherence scale, a Lo c us of control questionnaire, Personal Views Survey for the measurement of personal temper, Self-efficiency scale, Self-control schedule and Perceived social support scale were employed during the data-collection stage. The result of the quantitative measurement indicates significant differences among middle managers in terms of their counts on the scales measuring fortigenetic strengths. This confirms the usefulness of the instruments in determining psychological strengths. Secondly, it was determined qualitatively, by means of the phenomenological-interview technique, how the five respondents who obtained the highest and lowest average counts (with regard to the fortigenetic strengths) experience and handle organisational change. The interview material was analysed according to prescribed guidelines. A summary was made of each interview and themes were identified that can be associated with people who cope and those who do not cope. From the comparison of the responses of these two groups it was determined that the experience of respondents with high fortigenetic strengths largely corresponds with themes that indicate coping and vice versa. The comparison of the themes with fortigenetic constructs provides proof that the presence of fortigenetic strengths plays a role in the manner in which middle managers cope with organisational change. Recommendations were made on how middle management can be assisted to handle change more successfully. It appeared that the responsibility for this lies both with the individual and with the organisation. Furthermore, it was found that both parties could benefit from a pro-active and holistic approach, which will result in the cultivation and establishment of psychological well-being within the working context.