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 emp
loyees 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 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 ch
ange 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).
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 or
ganizational
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 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-n
ew 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.