TABLE OF CONTENTS
Approval
Declaration
Dedication
Acknowledgements
List of Tables
List of Figures
Abstract
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Delimitations of the Study
1.9 Operational Definition of Terms
1.10 Brief Profile of Selected Manufacturing Organizations
References
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction
2.2 Conceptual Framework
2.2.1 Concept of Teamwork Approach to Change Management
2.2.1.1 Reasons for the Formation of Teams
2.2.1.2 General Typology of Teams
2.2.1.3 Team Characteristics and Team-Building Objectives
2.2.1.4 Skills Required for Effective Team Working in Organizations
2.2.1.5 Leadership in Teams
2.2.1.6 Strategies for Managing Change Through Teamwork Approach
2.2.1.7 Comparism between Teamwork and Individual Performance in Management of Organizations
2.2.2 Concept of Change in Management of Organizations
2.2.2.1 Forces of Change in Organization
2.2.2.2 Types of Change
2.2.2.3 Identifying the Need for Change in Organization
2.2.2.4 Resistance to Change
2.2.2.5 Change Agents
2.2.2.6 Forms of Resistance to Change
2.2.2.7 Overcoming Barriers to Resistance to Change
2.2.2.8 Approaches to Managing Organizational Change
2.2.3 Concept of Group in Organization
2.2.3.1 Types of Groups
2.2.3.2 Stages of Group Maturity
2.2.3.3 Components and Characteristics of Groups
2.2.3.4 Differences between Groups and Teams
2.3 Theoretical Framework
2.4 Empirical Review
2.4.1 Strategies for Change and Teamwork Approach
2.4.2 Teamwork Approach, Sustenance and Viability
2.4.3 Relationship between Teamwork and Organizational Performance
2.4.4 Employee Reaction to Organizational Change
2.4.5 Challenges of Team Approach to Change Management
2.4.5.1 Prospects of Team-Approach to Change Management
2.5 Summary of Reviewed Related Literature
References
CHAPTER THREE: METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Area of Study
3.4 Sources of Data
3.5 Population of the Study
3.6 Sample Size determination
3.7 Sampling Selection Procedure
3.8 Data Collection Instrument
3.9 Procedure for Data collection
3.10 Validity of Research Instrument
3.11 Reliability of Research Instrument
3.12 Method of Data Analysis
3.13 Decision Rule
References
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction
4.2 Return Rate of Questionnaire
4.3 Data Presentation
4.4 Test of Hypothesis
4.5 Discussion of Findings
References
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings
5.2 Conclusion
5.3 Recommendations
5.4 Contribution to Knowledge
5.5 Suggestion for Further Studies
Bibliography
Appendix
ABSTRACT
This study on team work approach to the management of change in selected manufacturing organisations in Nigeria: challenges, strategies and prospects focused on establishing the extent to which strategies for change management are compatible with teamwork approach to change, ascertaining the extent to which teamwork approach to change management holds good prospects for sustenance and viability in Nigerian manufacturing organizations, identifying the relationship between teamwork and organizational performance, determining the level of acceptance of organizational change among employees and finding out if the management of organizational change is hindered by the inability to cope with the challenges of teamwork approach. The study adopted the survey research design, in which ten (10) manufacturing companies in the South-Eastern Nigeria were studied. The population of the study was 13,623 and the sample size was calculated to be 598 using the Taro Yamane’s formula. The sampling selection was the stratified sampling method. A structured questionnaire and oral interview guide were the research instruments used for the study. Data collected were presented descriptively using charts, simple frequency and percentage distribution, mean and standard deviation. Hypotheses one and four were tested using the Chi-Square test statistic, the hypotheses two and five were tested using the Z-test statistic and the hypothesis three was tested using the Pearson Product Moment Correlation Coefficient. The major findings of the study were that strategies for change management are significantly compatible with teamwork approach to change management in Nigerian manufacturing organizations (X2cal = 13.78 > X2critical = 9.49, p < 0.05); teamwork approach to change management in Nigeria manufacturing organizations to a large extent holds good prospects for sustenance and viability (Zcal = 5.76 > Zcritical = 1.96, p < 0.05); there is significant positive relationship between teamwork and organizational performance in the management of manufacturing organisations (rcal = 0.89 > rcritical = 0.09, p < 0.05); the employees of Nigerian manufacturing organizations to a large extent accept organizational change (X2cal = 9.76 > X2critical = 9.49, p < 0.05) and management of organizational change is severely hindered by inability to cope with the challenges of teamwork approach in Nigerian manufacturing organizations (Zcal = 4.55 > Zcritical = 1.96, p < 0.05). The work concludes that teamwork approach to the management of change has the prospect of making the manufacturing organisations very effective, viable and sustainable. Specifically, it has the benefits of improved productivity and product quality, innovativeness and manpower development. Based on the findings, the study recommended among others that teamwork approach should be adopted by manufacturing organizations as an integral concept within their organizations, particularly as interventionist strategy to the management of change; an effective team should be built by applying practical skills/strategies to maximize team performance and development; and Manufacturing organizations leaders should encourage their organizations to anticipate change, to understand the nature of change and to manage change well.
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Groups and teams are a major feature of organizational life. To Katzenbach and Smith (1993:111-120), a work team is a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable. Work is a group- based activity and if the organization is to function effectively, it requires collaboration and co-operation among its members (Mullins, 2010:307). However, Nelson and Quick (2005:178) go further to differentiate between groups and teams, they affirm that all work teams are groups, but not all groups are work team, groups emphasize individual leadership, individual accountability, and individual work products. Work teams emphasize shared leadership, mutual accountability, and collective work products.
Teams are increasingly becoming the primary means for organizing work in contemporary business firms (Robins and Judge, 2007:338). Most activities of the organization require at least some degree of co-ordination through the operation of groups and team work. Mullins (2010:306) goes further to explain that an understanding of the nature of groups is vital if the manager is to influence the behavior of people in the work situation. The manager must be aware of the impact of groups and teams and their effects on organization performance. Organizations are increasingly making use of teams to achieve their objectives. Teams occur when a number of people have common goal and recognize that their personal success is dependent on the success of others (Ugbam, 2011:336). Organizational teams need to accomplish corporate goals. While the organization is a hub of all activities, teams are the spokes, which generate output. Teamwork can yield much more than a sum of individual.....
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