Date of Award
Open Access Thesis
Master of Arts in Leadership (MAL)
This qualitative study investigates the effect frequent organizational restructure has on employee perceptions. Frequent is defined as two or more restructures in less than eighteen months. For this study, I evaluated findings from ten employees who worked in various industries throughout the Midwest who had experienced at least two restructures in less than eighteen months. Interviews were conducted with individuals to understand their perspective of organizational restructures they've participated in at their company. Findings from this study suggested when leaders clearly articulate the rationale for the organizational restructure and when they are honest and transparent about what is going on and why; individuals were able to quickly get on board to support the change even when the outcome affected them in a negative manner.
Sabasteanski, Lisa, "The Effect Frequent Organizational Restructure has on Employee Perceptions" (2011). Theses and Graduate Projects. 913.