On the other hand, there is always the choice of changing existed strategies and developing alternative plans, i.e. of introducing changes that can refer to a variety of organizational sectors. In this context, it is noticed that 'change is a constant in modern working life; since change is inevitable, managers must work to give their staff a sense of control over changing situations' (Rosenberg, 1993, 21). Current paper focuses on the changes implemented in Multico, a firm that operates around the world, especially referring to one of the firm's divisions, the 'DrugDiv'. In this division a series of changes was attempted; these changes involved in the replacement of the firm's (division's) IT systems. Appropriate training was offered to the firm's staff however it seems that there were further more issues that should be discussed regarding the specific initiative of the firm's managers.
In Multico, management decisions focus on the expansion of the business activity and the increase of the productivity of employees. For this reason, a series of changes has been promoted by the firm's managers in order for the firm's operational standard to be improved - technology is the main tool for the achievement of this target. ...
The implementation of the new IT system has been promoted without the employees to be informed in advance on the attempted changes; even after the implementation of the IT system the employees were not asked to state their view regarding the whole scheme. On the other hand, gradually efforts have been made by the firm's management in order to fill this gap. This effort started in December 1995 when each member of the staff was given a new laptop computer and new software in order to communicate more effectively with the other members of the staff. Apart from that, a database was also provided to all firm's employees (one year after, in December 1996) in order to further support the training of the employees on new systems and to improve the communication and the access of employees to valuable data.
The above behaviour of the firm's management team could be evaluated using the relevant literature. In accordance with Eoyang et al. (2001, 5) 'many organization change initiatives start at the top and deal strongly with any resistance from system agents that blocks progress; common ways of responding to resistance include downsizing, restructuring, and re-engineering'. On the other hand, Huy (2002, 31) supported that 'fundamental change in personnel, strategy, organizational identity, or established work roles and interests often triggers intense emotions'. In other words, the way that managers in Multico handle the whole project (implementation of changes in the 'DrugDiv' division of the firm) could have led to severe turbulences within the organization. The above assumption is also supported by Coombs et al. (2004, 491) who noticed that 'managers need to understand how aggressive behaviour may signal organizational problems such as stress, resistance to