MANAGERS IN THE PROCESS OF CHANGE: HOW TO DEAL WITH EMOTIONS?

Abstract

Nowadays, companies are implementing organizational change projects in order to be able to adapt to
modifications in their environments which are
becoming increasingly competitive. Because of this
context, firms are often confronted with problems
linked to stressful situations which they have themselves triggered. Our study explores the effects of
new managerial policies concerning health and
well-being at work during the process of change.
more specifically, we explored the policies which
have been applied by one of the branches of the
Essilor Group within the context of organizational
change with the objective of moving from a “scientific management” approach to a “learning organization” approach. Qualitative and quantitative data
were collected through interviews and survey. most
employees and managers were involved in this
study. First, we analyzed the effects of this policy on
emotional issues. second, we looked at how Essilordijon takes into account these effects on the management of its staff so as to ease up on negative
stress and to improve well-being on the work site.
Emotions appear to be at the heart of change management and can either serve as obstacles or as
leverage mechanisms depending on the choices
made by management. Our findings show that middle managers play a significant role in the success of
change implementation and that companies should
prepare them to deal with their subordinates’ emotional issues in such a peculiar situation.