Change management at ABB during a major change within its organisational structure

The thesis aims to describe how communication of major organizational change affects the employees of different levels and their view on their communicative function during the change process. The qualitative research served as the research method to get insights and capture all the relevant information. The semi-structured interviews with employees of three different levels on ABB Czechia involved top-management employees, middle management and regular employees. Theoretical change communication models have been used as the core of this thesis and the qualitative outcomes have been compared to them. The outcome shows that there are both similarities and differences between how managers and employees perceive the change communication at the company and if this was successful or not. Furthermore, employees perception differed from the way the managers thought they would perceive change. This work shows in the chapter of Conclusion how complex it is to communicate both the expected and the unexpected outcomes during a change process and that the receiver does not always perceive the information as the transmitter intends it to do. Additional outcomes of the research show that theoretical models on change communication are difficult to apply to all types of changes because each of changes are unique.