The Role of Management and Owners in Change

Tinatin Gogashvili

Caucasus International University

Tbilisi, Georgia

https://orcid.org/0009-0007-1760-4408

ABSTRACT

Introduction. A company’s top management and its owners play a leading role in developing the organization and managing its organizational changes. This is so natural that their role is reflected in all models of organizational development and change management. L. Greiner's model of organizational change asserts that the primary impetus for change should come from top management. However, an understanding of the need for change may be brought to the organization not by the leader, but by someone else: for example, the owner or an ordinary employee. Implementing change requires the support of top management.

Methodology. The methodological basis of the study is the method of dialectical cognition, a system of rules formulated from known patterns in the field of study. This method served as a guide for us throughout the research process. Obviously, we used the tool of the dialectical method of cognition - dialectical logic, which allowed us to technically implement the formulation of the research principles, develop approaches to the object and subject of the research, and theoretically substantiate the truth of the forms through which we achieved the desired goal.

The results are presented in two algorithms developed by the author: the first describes the owner's decision to transfer management to a professional manager, and the second outlines the stages of the consulting process.

The conclusion states that the activities and views of the organization's owners and managers significantly affect not only the processes of organizational change but also the trajectory of the organization’s development. As for the educational effect of consulting, it is perhaps the most important. The choice of methods and the degree of client involvement can strengthen or weaken this effect.