Motivation and stakeholder acceptance in technology-driven change management: Implications for the engineering manager

Abstract

In this case study, we explore the dynamics of change management and organizational effectiveness. The experiences of a government agency with oversight authority in implementing a major technology initiative are discussed. The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes. Research suggests that employee motivation and morale in the face of major change initiatives can be impacted by leadership style. The normative decision model outlines how situational variables such as communication patterns, timing, and perceived need for change alter the level of participative decision making required for employee acceptance. Organizational change management strategies that include clear communication plans and training will meet with higher levels of employee satisfaction and acceptance. This article explores the application of theory in practice. Change management procedures are evaluated from the perspective of lessons learned. Knowledge about this change effort in the form of lessons learned offers insight that may prove useful to engineering managers faced with managing technologydriven change in organizations with high percentages of employees with non-technical backgrounds. © 2008 by the American Society for Engineering Management.