الإدارة التنظيمية وتأثيرها على مقاومة التغيير لدى عمال المصالح الإدارية: دراسة ميدانية على بعض العاملين في عينة من شركات العام في مالي-السنغال-موريتانيا

Abstract EN

Despite the necessity and importance of change for organizations, this process is hardly devoid of the difficulties of workers’ resistance to the introduction of these changes, due to the workers’ economic, social and organizational concerns based on objective and non-objective bases, and here comes the role of managers in reducing the severity of this resistance, through Adopting appropriate leadership styles to make employees understand the goals of change and the positive results that will be achieved for them.

What are the reasons that lead to the resistance of administrative workers to change in companies in general, and in public sector companies in African countries in particular? Through the study and analysis of the nature of leadership styles used by managers in the companies under study, and identifying the nature of the organizational dimension that leads to workers’ resistance to change, and after testing the hypotheses that pertain to the relationship between managers’ leadership styles and their impact on the removal of workers to change, the researcher can summarize the results of the study next: 1.

The results of the study showed that there are statistically significant differences between leadership styles in influencing workers' resistance to change.

2.

The results of the study showed that the rate of workers’ resistance to change in the companies under study reached 70%, which is a relatively high rate, and the reason for this may be due to the low tendency of managers to use the democratic leadership style despite the lack of sufficient data to judge in this way, as indicated by the answers related to leadership styles, which reduces workers’ understanding of the content of the change process, and the organizational dimension is one of the important reasons for the high rate of this rate due to the lack of workers’ participation in the change process and the imposition of change by management without the desire to announce it for the purpose of persuading workers, in addition to the weakness of continuous communication between management and workers, which leads to workers feeling job instability.