Effects Of Change Management On Organizational Performance In The Telecomunication Industry
[A CASE STUDY OF MTN NIGERIA]

CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1    Summary of Findings
The study investigates the effects of Change management techniques on the organizational performance in TELECOM sector. According to the findings, efficient delivery of the workforce capacity of the sector depends largely on whether the employees are able to adapt to the internal external environment during the change metamorphosis. It also depend on the key management functions that include learning to delegate, planning, organizing, communicating clearly, motivating employees, adapting to change and constantly generating innovative ideas to achieve competitive edge in the climax of changes. Change is unavoidable in organizations today and is of paramount importance to study how change factors affect organizational performance. Organizational Performance is measured as output value proxied by change culture and job satisfaction. The study also compares the direct effect of change in technology on the performance level of the organization of the sampled TELECOM industry, using job satisfaction/Organizational change culture as proxy to measure performance. Two major analytical techniques were employed for this study; they are Ordinary Least Square of the Regression Analysis techniques and the one sample t-test. The rational for using Regression Analysis was because it is a statistical tool that does not only explore the relationship between two or more variables but also assessing the contribution of individual predictors in a given model. Hence the following findings were emerged from the analyses:
Hypothesis 1
The null hypothesis was rejected while the alternate hypothesis was accepted. This implies that there is significant effect of increasing technology on organizational performance in MTN Nigeria. This in line with the findings of Robertson and Seneviratne (2005) further explained that changes in technology and physical setting to the ways change can be accomplished can be linked to (a) planned interventions create changes in the organization work setting; (b) these changes in the work setting lead individuals to change their behavior; (c) these individual behavioral changes impact organizational performance and individual development as the key organization outcomes.
Hypothesis 2
The null hypothesis was rejected while the alternate hypothesis was accepted. This implies that specific change models/techniques have significant impact on organizational performance of the sampled TELECOM Industry. This finding was aligned with the assertion of Camp (2009) that SWOT Analyses can be used to benchmark an organizations’ performance against a range of internal and external comparators.
Hypothesis 3
The null hypothesis was rejected while the alternate hypothesis was accepted. This implies that major change implementation which requires; system change, change to working conditions, process and business change have significant impact on organization performance.
Hypothesis 4
The null hypothesis was rejected while the alternate hypothesis was accepted. This implies that lack of communication, poor support from company management, high delay of change process, technical problems and lack of resource and planning constitute the major specific hurdles that hindered the realization of the effective management of change in MTN Nigeria.
Other findings include:
1.    The intercept of the regression line in hypothesis 2 (c = -0.115) obtaining in the last hypothesis signifies the need for the company to specify the change models/techniques that work best for the realization of the true picture of organizational performance.
2.    The demographic characteristics of the respondents reveals the distribution of the gender classification by indicating 60.5% of the workforce in MTN Mobile TELECOM as male and 39.5% as female and by implication the more male than female that took part in the study..