Revista Tinerilor Economiºti (The Young Economists Journal)

Revista Tinerilor Economişti (The Young Economists Journal)
important communication mechanism. They are the category of staff, by their nature,
will always try new things.
Chances are they to instigate change.
- new arrivals (13.5%) - they will try new ideas carefully. They also must be
included in the communication plan, because their influence is essential and how their
resistance will advance the process of change. They are usually opinion leaders.
- early majority (34%) - they are attentive, but accept change more quickly than the
majority of staff. Most of the time is a bit more conservative than the newcomers.
- late majority (34%) - they will change only when the majority are in favor of, or
actually use the new system. This personnel change will not go along with the belief in
the project, but rather from a sense that change is inevitable. We can get them into
compliance over time, but not their enthusiasm.
- laggards (16%) - they like to stick to old ways. It can sometimes be useful to
recognize (at the beginning of a communications campaign) that there will be people
who will not like the new system, but that they will be supported and assisted by a
thorough preparation. However, they can not stand in the way of progress and change
leader must point out that quite clear.
In conclusion, in the process of change is important to achieve effective
communication with the 84% of staff who we know will fit and let laggards to adhere to
change at their own pace.
Shows the importance of this hypothesis based on Rogers's model, because it is
pointless trying to convince all employees to take initiative for change with a quick
move of mass communication.
Conclusions
Given that changes are made to people and not for the sake of change, it must be
said that the human factor is decisive in the process of change, he has a complex
structure, concrete steps and laws. Only clear view on this process, knowledge of
factors (external and internal) of great importance for the successful implementation of
change, it will allow efficient routing.
REFERENCES
1. Burdus,E., coord.;
Caprarescu, Gh.,
Androniceanu, A.
Managementul schimbării organizationale, Editura
Economica, Bucuresti , 2008
2. Cameron, E.; Green , M. Making Sense of Change Management, Kogan Page, 2004
3. Kotter, J.P; Cohen D.S Inima schimbarii, Editura Meteor Press, Bucuresti, 2008
4. Newton , R. Managementul schimbării pas cu pas, Editura All, Bucuresti,
2009
5. * * * http://en.wikipedia.org/wiki/Diffusion_of_innovations
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