Appendix 1 Petrom Organizational Chart

Transcription

1 Appendix 1 Petrom Organizational Chart

2 Appendix 2 OMV Petrom Organizational Chart

3 Appendix 3 List with face-to-face interviews

4 Appendix 4 List of questionnaire respondents

5 Appendix 5 General information about respondents

6 Appendix 6 Change process in general The change process in general Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 62.16% 1. Feel that changes are necessary in order for an organization to stay competitive % 56.76% 2. Have a positive attitude towards change % 37.84% 3. Feel that most employees perceive change as a positive thing % 32.43% 4. Believe that employees opinions about change can be changed with good communication and rewards. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

7 Appendix 7 Effects of organizational change Effects of organizational change Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 29.73% 45.95% 29.73% 24.32% 37.84% 24.32% 29.73% Resistance because of the unknown Reduced job security Economic loss Reduce job status Change in work group relationships 1 (Smallest effect) (Biggest effect)

8 Appendix 8 Sense of urgency Sense of urgency Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 0.00% 35.14% 35.14% 32.43% 37.84% 29.73% 29.73% 0.00% 0.00% 24.32% 40.54% 0.00% 32.43% 37.84% 51.35% 0.00% Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

9 Appendix 9 Getting the vision right Getting the vision right Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 5.56% 5.56% 33.33% 22.22% 11.11% 16.67% 20. Understand the vision that we are driving toward % 5.56% 13.89% 8.33% 5.56% 5.56% 8.33% 11.11% 2.78% 27.78% 25.00% 5.56% 22.22% 21. Can explain the vision in 5 minutes or less % 16.67% 11.11% 8.33% 22. Understand how the vision affects my job % 16.67% 16.67% 27.78% 13.89% 23. Am motivated by the vision % 2.78% 27.78% 19.44% 19.44% 19.44% 24. Believe that our vision is feasible. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

10 Appendix 10 Communication (1) Communication (1) Respondent number (%) % 80.00% 60.00% 40.00% 37.84% 32.43% 20.00% 0.00% 24.32% 26. Feel that the change initiative is communicated 27. Feel that the change initiative has been effectively, giving everyone a solid explained in clear understanding of terms. our future. 28. Feel that the change initiative is communicated frequently. 29. Feel informed on the progress of the change process. 30. Do not feel overloaded with data, because communications have been clear and heartfelt % 31. See multiple forms of communication (e.g. meetings, one to one discussions, memos, newsletters, e mails, conference calls etc.) being used to communicate the change initiative. 32. See leadership avidly communicating the need for change and why it is in our best interests. 33. See managers avidly communicating the need for change and why it is in our best interests. 34. See that leadership doesn t just talk about the change vision, but leads by example. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

11 Appendix 10 Communication (2) Communication (2) Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 24.32% 35.14% 32.43% 32.43% 24.32% 0.00% 35. See that managers don t just 36. Received clear talk about the (not mixed) signals change vision, but about the change leads by example. initiative. 37. See that feedback mechanisms from employees to express their opinions and interests in the change initiative are in place. 38. Believe that those feedback mechanisms are being used. 39. Feel that there is a constant dialogue between all levels of the organization regarding the change initiative % 40. I receive all the time communication on changes in the way I perform my tasks % 41. The messages I receive about the change make me feel more comfortable about what this change will mean to me % 42. Feel that there is no confusion or resistance to the organizational change. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

12 Appendix 11 Communication (3) 43. What is the most effective way for you to receive communication? % Respondent number (%) 80.00% 60.00% 40.00% 20.00% 0.00% 32.43% 37.84% E mail 56.76% 29.73% Intranet Memos 29.73% Newsletters 59.46% Meetings 54.05% Casual conversations other (specify) Team building 1 (least useful) (most useful)

13 Appendix 12 Enabling action Enabling action Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 35.14% 45.95% 29.73% 37.84% 24.32% 32.43% 51.35% 35.14% 40.54% Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

14 Appendix 13 Short-term wins Short term wins Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 29.73% 59. Have seen clear evidence that the change effort is working % 32.43% 60. Believe that the change effort has momentum % 61. Am motivated to persuade the longterm change because on recent short term successes % 24.32% 62. Feel that resistance to change has been won over by some of the visible short term successes. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

15 Appendix 14 Don t let up Don't let up Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 29.73% 24.32% 63. Have seen improvements and/or successes as a result of the change effort % 24.32% 64. Believe that all the change initiatives are well coordinated % 65. Feel that our organizational structure, appraisal system, culture and so forth, are all coordinated in support of our transformation/change % 66. Understand that numerous waves of change are necessary to achieve our transformation. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

16 Appendix 15 Making the change stick Making the change stick Respondent number (%) % 80.00% 60.00% 40.00% 20.00% 0.00% 37.84% 69. Believe that the new behaviors will stay, even if key leaders involved in the change effort leave % 32.43% 24.32% 70. Believe that new practices resulting from the change effort are superior to the old ones % 35.14% 71. See new behaviors becoming a part of the way we operate. Strongly disagree (1) Disagree (2) Mostly disagree (3) Mostly agree (4) Agree (5) Strongly agree (6) I don t know

17 Appendix 16 Interview guide INTERVIEW GUIDE General information 1. Name of the respondent 2. Position of the respondent 3. Field of business/branch 4. Description of the organizational change (what it is, when it has/will be performed, how important it is for the company etc.) The change process in general 1. What is your general opinion of changes? 2. Can you describe the general effects of the change? 3. What do you think is the background/purpose of the change? How do you perceive this purpose? 4. Describe your tasks prior to the change. 5. Describe your tasks after the change. 6. What are the advantages/disadvantages of your new tasks? 7. How do you perceive other employees attitude towards the change? Were there individuals, who have been very positive/negative towards the change? How could their opinions be changed? Preparation for the change process 1. When, how, and from whom did you learn about OMV s acquisition of Petrom? 2. Could you have learnt about the change in a better way? How? Would it have changed your basic attitude towards the change? 3. What was your first thought when you learnt about the change? What did you perceive as positive/negative? 4. Did you get worried when you learnt about what was going to happen? How did you express your worries? How did you express your worries in front of others? 5. What attitude did your superiors have towards the change? How did they express their feelings? Have their opinions affected your attitude? How? 6. When and how were you involved in the process? Are you satisfied with your participation? If not, how could you have been satisfied? 7. What did you do in order to express your opinions of the change? Did anyone listen? Were you encouraged by your managers to give suggestions and express your opinions? 8. What possible mistakes do you believe were made during the preparation of the implementation? Evaluation of the change process 1. How far have you come in the change process? What is changed at this present time? 2. How did the change process affected employees in the company and how much it benefited the company?

18 3. Has your attitude towards the change altered during the process? How? Have you become more positive or negative? 4. What do you believe your superiors have succeeded with, respectively failed with, during the change process? How could they have carried out the change in a better way? 5. What kind of support did you receive during the change process? Was it satisfying or could it have been better? How? 6. Have other employees attitude towards the change altered during the change process? How? 7. Do you see the change (as a whole) as a success and something useful for the company? How can the use of communication in an organization undergoing change be described? 1. Is communication an important/essential part in the strategy of the company? 2. Who is the key communicator in the company? 3. Does the company communicate differently during a change process? 4. Does the company have any intention of changing the way of communication in the near future? How can effective internal communication in an organization undergoing change be described? 1. Do you see any difference between communicating with your employees now in relation to the past? If yes, are you communicating more effectively now then before or vice versa? 2. Do you consider having good internal communication in your company? 3. Does everyone in your company or organization at all levels understand the need for change? 4. Does the company have a strategy around the best medium for reaching everyone? 5. Do you, as well as management; communicate regularly with your employees? 6. Are there yet any confusion and resistance to the organizational change? If yes, what do you think is the reason behind it? 7. What is effective internal communication to you? 8. Do you consider that all employees have enough knowledge about the branch, the organization as well as work assignments? 9. Do you, or management within the company, use various approaches to convey the vision and crystallizing a sense of purpose during an organizational change? 10. Does empowerment exist in your company? (Do you ally employees to take charge in times of crisis?) Explain why. 11. If you had a chance to do the whole process all over again, is there anything that you would have done differently? 12. Are you satisfied with the new system? Barriers to change 1. Was there a planned time schedule over when the implementation should be finished? 2. Have there been any problems with the coordination of the change? 3. What where the responses from the employees about the change? 4. Where there employees that resisted the change? How? Why do you think they resisted the change? How did managers overcome this resistance? 5. Were there any calculations beforehand for saving time and money on the change?

19 Appendix 17 Questionnaire QUESTIONNAIRE This questionnaire refers to the change process started with OMV s acquisition of Petrom, referring to all th e changes that have taken place until now in Petrom. All information in this questionnaire will be used only for educational purposes, to support the practical part of my master thesis paper. General information Since when have you been an employee of Petrom? What is your position at Petrom? What is your field of business/branch? What is your age? What is your gender? Male Female Please match each statement and indicate the extent to which it describes the norm in your organization as a whole. Your responses should reflect what you have experienced as well as what you have generally observed in your organization. The change process in general Strongly Strongly Do not disagree (1) agree (6) know As a member of this organization, I 1. Feel that changes are necessary in order for an organization to stay competitive. 2. Have a positive attitude towards change. 3. Feel that most employees perceive change as a positive thing. 4. Believe that employees opinions about change can be changed with good communication and rewards. 5. What effects did you fear the organizational change will have? (Please prioritize with 5 having the largest effect and 1 being the smallest effect.) Resistance because of the unknown Reduced job security Economic loss

20 Reduce job status Change in work group relationships Sense of urgency Strongly Strongly Do not disagree agree (6) know (1) 6. Our organization must change the way it works 7. My department must change the way it works 8. The leaders of our organization seem committed to an immediate change 9. To stay ahead, we have to change 10. To get people motivated when undertaking a change initiative, leadership focuses on more than the rational business case. 11. Leadership has shown us compelling evidence as to why we need to change. 12. In the past, our organization has done a good job at change initiative. 13. Changes in this organization usually have a positive outcome for employees. 14. I see a positive outcome for me as a result of this change. 15. I am aware of the current change process which is taking place in the organization. 16. I understand the objectives and goals of the current change process. 17. Believe that superiors had a positive attitude towards the change. 18. How will this change improve the organization? 19. What risks do you see in this change?

21 Getting the vision right As a member of this organization, I 20. Understand the vision that we are driving toward. 21. Can explain the vision in 5 minutes or less. 22. Understand how the vision affects my job. Strongly disagree (1) Strongly agree (6) Do not know 23. Am motivated by the vision. 24. Believe that our vision is feasible. 25. What don t you understand about the vis ion? Communication Strongly disagree (1) Strongly agree (6) Do not know As a member of this organization, I 26. Feel that the change initiative is communicated effectively, giving everyone a solid understanding of our future. 27. Feel that the change initiative has been explained in clear terms. 28. Feel that the change initiative is communicated frequently. 29. Feel informed on the progress of the change process. 30. Do not feel overloaded with data, because communications have been clear and heartfelt. 31. See multiple forms of communication (e.g. meetings, one to one discussions, memos, newsletters, e mails, conference calls etc.) being used to communicate the change initiative. 32. See leadership avidly communicating the need for change and why it is in our best interests. 33. See managers avidly communicating the need for change and why it is in our best interests.

22 34. See that leadership doesn t just talk about the change vision, but leads by example. 35. See that managers don t just talk about the change vision, but leads by example. 36. Received clear (not mixed) signals about the change initiative. 37. See that feedback mechanisms from employees to express their opinions and interests in the change initiative are in place. 38. Believe that those feedback mechanisms are being used. 39. Feel that there is a constant dialogue between all levels of the organization regarding the change initiative. 40. I receive all the time communication on changes in the way I perform my tasks. 41. The messages I receive about the change make me feel more comfortable about what this change will mean to me. 42. Feel that there is no confusion or resistance to the organizational change. 43. What is the most effective way for you to receive commu nication? (Please prioritize w ith 5 being the most useful and 1 being the least useful.) e mail Intranet memos newsletters meetings casual conversations other (please specify) 44. What communication activities have been most successful thus far? What made them successful? 45. What communication activities have been least successful thu s far? What don t you like ab out the communication? 46. Are there any specific communications that you would like to see ended?

23 47. Are there any specific communications that you would like to see started? Enabling action Strongly disagree (1) Strongly agree (6) As a member of this organization, I 48. Feel that our organizational structure makes the change initiative achievable. 49. Feel that the managers/leaders remove the barriers to allow us to make the change effort successful. 50. Feel that I have been given timely training/education to enable me to fulfill any new activities post change. 51. Believe that individuals are rewarded for behaving in a way that supports the change and future goals. 52. Feel that the reward system promotes the behavior needed to make the change process successful. 53. Feel that management provides objective feedback on the progress of the change process. 54. As an individual, I adapt very quickly to change. 55. As an organization, I think the organization adapts very quickly to change. 56. Believe that managers/leaders coordinated the change implementation successfully. 57. What barriers impede your support of the change? 58. What will help you support the change effort? Do not know

24 Short term wins Strongly Strongly Do not disagree (1) agree (6) know As a member of this organization, I 59. Have seen clear evidence that the change effort is working. 60. Believe that the change effort has momentum. 61. Am motivated to persuade the long term change because on recent shortterm successes. 62. Feel that resistance to change has been won over by some of the visible short term successes. Don t let up Strongly Strongly Do not disagree (1) agree (6) know As a member of this organization, I 63. Have seen improvements and/or successes as a result of the change effort. 64. Believe that all the change initiatives are well coordinated. 65. Feel that our organizational structure, appraisal system, culture and so forth, are all coordinated in support of our transformation/change. 66. Understand that numerous waves of change are necessary to achieve our transformation. 67. What is different now that the change (some changes) has been implemented, or it is the same old thing with a different label? 68. How do you feel about the changes that have taken place? How has these changes personally affected you?

25 Making the change stick Strongly Strongly Do not d isagree (1) agree (6) know As a member of this organization, I 69. Believe that the new behaviors will stay, even if key leaders involved in the change effort leave. 70. Believe that new practices resulting from the change effort are superior to the old ones. 71. See new behaviors becoming a part of the way we operate. Thank you very much for taking the time to complete this questionnaire.