GABRIEL CROITORU, VALENTINA OFELIA ROBESCU, OANA OPRISAN, MIRCEA DUICA, DORIN CLAUDIU MANOLACHE
The main aim of this study is to contribute to the understanding of the organizational change and the effect of the human factor within the management of change in the context of an industry. This article is designed to be a qualitative study in which the quantitative and qualitative data are collected and properly analysed in parallel, the qualitative ones having a greater importance, which means operating with the paradigm change (C), motivation (M) and performance (P). For this phase of the research we have used an improbable (non-random) sampling technique, ie proportional quota sampling followed by a measurement of each item from the established hypotheses, by subdividing components and classifying variables after the causality criterion. Addressing this topic of research started from the idea that any organization, therefore the bank as well, is a social construct that has to be based on strategies defined as „finalization, creation preparation, and management of a human collective action of economic type in a conflictual environment”. The design of the contingent Model of change is due to the limits of the model of Organizational Development (OD) and the prescriptive and planned vision of the unidirectional growth and a stable environment. The main aim of this article is to deepen and discover a reality which is more or less known at the level of common sense. The analysis carried out (The CMP paradigm) may be implemented in the banking system, an open system, in order to regulate the activity of self-regulation.
management of change, the CMP paradigm, resistance to change, matematical modeling, ANOVA.
139-158