The Role of Organizational Culture in Reducing the Resistance of Workers to Change A Field Study of Workers in Lattakia City Council

The research aims to identify the role of organizational culture in reducing resistance to change of the employees through a study of the relationship between the dimensions of the organizational culture, and the reasons of resistance change by employees working in Lattakia City Council. To achieve the objectives of the research, a questionnaire was designed and distributed to (343) employees in Lattakia City Council, (315) questionnaire were complete and valid for statistical analysis, with a response rate of (91.84%). Relying on multiple regression, the following results were reached: 1. There is a strong inverse relationship which is statistically significant between the elements after the containment and interdependence of (empowerment, staff development, teamwork and participation), and a reeducation of the resistance of workers to change, wherever after containment and coherence elements are available, there is a decline in the causes resistance of workers to change. 2. There is strong inverse relationship that is statistically significant between the elements after the consistency and uniformity of working (core values, agreement, coordination and integration), and a reduction of resistance workers to change, i.e. when elements after consistency and homogeneity are availed, they lead to a decline in the causes of workers resistance to change. 3. There is strong inverse relationship which is statistically significant between the elements of the human aspects (respect and appreciation, justice, encouragement achievement, and social welfare), and the reeducation of workers resistance to change, i.e., whenever there are elements of the human aspects, there is a decline of the causes of workers resistance to change. 4. There is strong inverse relationship which is statistically significant between the elements after the organizational climate of (administrative practices, rewards, communications, and surveillance system), and the reduction of workers resistance to change, i.e., wherever after the organizational climate elements are available, there is a decline in the causes of workers resistance to change.

The Impact of Resistance to Change on the Efficiency of the Organization's Performance A Field Study on the City Council Workers Lattakia

The research aims to study the impact resistance of employees to change the efficiency of the performance of the organization of Lattakia City Council and the relevant directorates. It studies the differences between working in their resistance to change depending on the variables of gender, age, experience, and qualifications. The researcher adopts the descriptive analytical method. The research community includes all employees in the departments of the Council of Lattakia's (3160) factor, with a sample size of (343) workers, to whom forms were distributed. (331) forms returned as complete and valid for statistical analysis, and response rated (96.5%). The most important results: 1. Workers in the departments of the Lattakia City Council resist change, it appears that through their opposition to the new laws that do not serve them, their search for the gains of character, regardless of the results, a preference for routine work, the achievement of their business slowly, and not cast them new ideas a long time ago. 2. There is a strong correlation between resistance and counter-productive workers to change the performance and efficiency of the organization, i.e., the greater the resistance to change as workers decreased efficiency of the performance of the organization, where that (64.8%) of the discrepancy in the efficiency of the organization's performance is explained by staff resistance to change. 3. The lack of statistically significant differences between the mean answers workers in their resistance to change depending on the personal characteristics (sex, experience, age, academic qualification).

The impact of leadership style democratic resistance to change A field study on the administrative staff at the University of Aleppo

This research deals with the impact of driving style democratic resistance to change at the administrative staff at the University of Aleppo through the study of the relationship between the Democratic leadership style, and the dimensions of the organizational resistance to change, objectivity, social, economic and cultural rights. In addition to the study of the differences between working in their resistance to change depending on certain variables, such as race, age, personal and academic qualification and monthly income and marital status. The researcher used the descriptive analytical method, were distributed a questionnaire to (308) factor of the administrative staff at the University of Aleppo, and it was the most important results: 1 - resists workers administrators at the University of Aleppo change for many reasons, including: the lack of new contacts with the leaders of the change, and lack of awareness of the causes of the truth for a change, and non-participation in the process of change, and the lack of real change from their perspective, and their belief that change leads to changing the nature of social relationships among workers, and fear of losing some privileges that they enjoy, and their belief that the new behavior is incompatible with the supposed behavior currently in place at the university. 2 - There is an inverse correlation between the use of managers to democratic leadership style, and the dimensions of resistance to change, that is, the greater the managers use a democratic style of leadership, the lower the resistance to change its various dimensions. 3- no different resistance administrative staff at the University of Aleppo to change depending on the personal characteristics of the following: gender, age, educational qualification, monthly income, marital status.

The Impact of Workers’ Participation in Change Management Program in the Construction Establishment Comparing Public and Private Sectors in Syria

The change is really going on in all the surrounding environment, and it makes developments in all environment: economic, technology, cultural and others, which leads us to the continuous adaptation with change circumstances to keep up with all-new condition, in order to stay in competitive state or at least maintain a presence, but this change may be a nuisance for those whom affected, and it forces them to face and respond it, due to personal or general reasons, so it is necessary to know 'what is the change, its causes, method of implementation, the objectives, how of the team respond to it, and see if the construction projects has special or unique features and if there is differences between them. A questionnaire conducted to find out these facts and try to infer the characteristics of public and private construction projects and compare between them, and offer suggestions and solutions for managers to learn how to deal with the circumstances and workers within the team, in order to in develop the project.