The document discusses a study conducted to determine the level of awareness of change management among managers in medical companies in Dubai. It aims to see how well managers apply change management principles and identify gaps. The study involved distributing a questionnaire to 300 companies, with 65 responses considered. The questionnaire looked at 5 dimensions of change management awareness and used a Likert scale. Results found awareness levels to be between neutral and agree, indicating a hesitant level. Males and females showed similar levels of awareness. It was recommended to improve change management education for managers and incorporate it systematically in company policies and training.

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3. “DETERMINING CHANGE
MANAGEMENT AWARENESS
LEVEL IN MEDICAL COMPANIES
IN DUBAI “
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4. • Change management is one of the temporary topics of
management studies and application.
• We wanted to discover the level of awareness of this science
in Dubai in medical companies.
• Among all managerial sciences in 21st century which are well
applied we want to see up to what level managers apply this.
• Change management can have a fertile span for further
development , teaching , research and application. 4

5. INTRODUCTION
• By revising different resources we found awareness in
change management is a crucial step to ignite and it is so
important to consider in process of change management:
• ADKAR considered this as first step.
• Dean Anderson & Linda Ackerman stated same.
• John Hayes in 2nd Edition of Change Management book
2002 mentioned that recognition is first step in CM.
• Change Management by Dr Olaf Pessengeim stressed in
lack of awareness factors as pitfalls of CM process 5

6. • In the book of the Change management strategic framework six steps for
CM where first steps is :
• Establish the need to change
• Raise awareness and changing beliefs
• Win over three workforce
By revising ADKAR model we find that five steps are :
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7. • A — Awareness of the need for change
• D — Desire to support and participate in the change
• K — Knowledge of how to change
• A — Ability to implement required skills and behaviours
• R — Reinforcement to sustain the change
• And we noticed that he spoke about awareness in following steps,
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8. According to ADKAR the awareness of need to change are limited by
following :
• Addressing nature of change
• Addressing why this change is needed
• Addressing business opportunities which necessitated the need to
change
• Answering why change is needed now
• Avoiding risks of not performing change
• Resisting factors
• Trusting the change moderator
• Understanding change concept
• Change plans communications
• Management tough plans of change
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9. So further, we extracted the dimensions for change management
awareness to be:
• Awareness in communication with subordinates
• Understanding change concept
• Risk management and assessing non application of change
• Assessing change management
• Company policy and adapting change management
Those five dimensions will be the base for my
research/questionnaire. 9

10. OBJECTIVES
• To find out the awareness level of medical field managers
regarding change process.
• To find out the gender wise difference of awareness level
of change.
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11. SIGNIFICANCE
• My research can be a judge between theory and practice.
• Before going further in teaching or delivering further
courses to managers in the change management it would
be rational to determine if a specific awareness level is
reached or not.
• We can develop the route of education in medical
companies in Dubai after developing the level of
awareness knowledge. We can be more aware about the
right course to be delivered and where managers are to
be oriented. 11

12. SIGNIFICANCE
• We can improve the educational system to managers and
decision makers.
• This can improve the managerial decision-making and
further can improve the medical companies’ performance
and leadership.
• We can present results of the research to CEOs of the
medical companies of Dubai or the international
headquarters and this can be developed to employees’
handbook.
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13. RESEARCH METHODOLOGY
Data Collection Sources & Tools:
• Some primary data were obtained from the articles
like ADKAR model and other books of change
management, which helped to make the base of the
questionnaire.
• Secondary data were obtained using this
questionnaire, which was distributed to 300
companies. Where 85 companies responded, 20
respondents were excluded and 65 managers’
answers were considered.
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14. RESEARCH METHODOLOGY
• We got the answers to questionnaire through emails, telephone calls,
personal interviews and through online questionnaire website (
monkeysurvey.com)
• Level of the organization data were collected is managerial level.
• Unit of analysis is individual who should be a manager in a medical
company in Dubai with at least 2 subordinates.
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15. RESEARCH METHODOLOGY
• We used Likert Scale in our questionnaire.
• Sample population is 350 . We questioned 300 companies
and got respondents from 85 but 65 specimen of different
managers were the considered responses to the
questionnaire. Response rate was 65 of 300 which is 21.5 %
and we surveyed almost 18.6% from the sample size.
Responses got were 27 females to 38 males.
• In our purposive quantitative sampling we were looking for
top managers in medical managers of Dubai who surely
have subordinates and were researching level of awareness
of change management.
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16. DATA PROCESSING
• Descriptive analysis and T-test were used to find out the
difference in awareness level.
• Excel sheets along with diagrams were used like bar
charts to analyze the results.
• We have 5 answers which are the measure tendency to
the change management awareness.
• Then for each dimension will get the mean for the total
answers in that dimension for clearer interpretation.
• Also we will apply the standard deviation to see the
tendency to the relevant topic.
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17. DATA ANALYSIS
• Reliability Statistics
• This Alpha value of questionnaire. .851 which shows
the reliability of the questionnaire.
Cronbach's
Alpha
Cronbach's
Alpha Based on
Standardized
Items N of Items
.846 .851 19
Table 4.1 Reliability Statistics
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18. COMPANIES PARTICIPATED IN SURVEY
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19. MALES AND FEMALES PARTICIPANTS
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20. SUBORDINATES OF RESPONDENTS
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21. DIMENSIONS OF QUESTIONNAIRE
1. Communication with subordinates
2. Understanding change concept
3. Risk management and assessing non application of
change
4. Assessing change management
5. Company policy and adapting change management
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22. DIMENSION WISE COMPARISON FOR
MEAN VALUE & SD
Mean value
(males)
S.D
(Males)
Mean value
(Female)
S.D
(Female)
Dimension # 1 4.13 0.233 4.12 0.205
Dimension # 2 3.98 0.389 4.07 0.39
Dimension # 3 3.73 0.144 3.56 0.156
Dimension # 4 3.82 0.317 3.92 0.176
Dimension # 5 3.225 0.035 3.1 0.141
Overall value 3.777 0.139 3.754 0.213
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23. DIMENSION WISE COMPARISON FOR
MEAN VALUE & SD
• Interpreting mean value : We can notice that answers range were between the
neutral and agree which is not reaching to the level of agree which is score 4
and that can indicate to us a kind of hesitant level of awareness.
• Interpreting SD values: results in general had low SD. In males the dispersion of
the results are almost in same area and in females are spread in a wider area.
We can notice that the mean results dispersion are within the expected and
variance from center is low.
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24. • Overall mean for dimensions between males and females are almost the
same.
• But we can’t judge if that was a chance or there is really a significant
difference between the two means by applying the t-test to discover and
compare difference between males and females.
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25. T TEST
• For t-test firstly we will check the assumption of normality, Standard
deviation and t test :
The significance value of Kolmogorov test is greater than .05 which
shows that we will accept the null hypothesis. Which is that “data is
normal”.
• More than 20% of population had significant occurrence in results.
Tests of Normality
Kolmogorov-Smirnova
Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
MEAN .079 66 .200*
.979 66 .314
a. Lilliefors Significance Correction
*. This is a lower bound of the true significance.
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26. • Then we applied independent sample t-test and got the following table as
output.
Group Statistics
Gender N Mean
Std.
Deviation
Std. Error
Mean
MEAN 1 27 3.935185 .4964905 .0955496
2 38 3.752632 .4075217 .0661088
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27. Independent Samples Test
Levene's Test
for Equality
of Variances t-test for Equality of Means
95% Confidence Interval of the
Difference
F Sig. t df
Sig. (2-
tailed)
Mean
Difference Std. Error Difference Lower Upper
MEAN Equal variances
assumed
.574 .452 1.625 63 .109 .1825536 .1123571 -.0419741 .4070814
Equal variances
not assumed
1.571 48.965 .123 .1825536 .1161899 -.0509430 .4160502
Here we will interpret two values first one will be the
significance value of levene’s test for equality of
variance. (this test measures that same level of
variance is there in both groups) the value is .452
shows that homogeneity of variance exists.
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28. • Second value which we will interpret will be the value of significance of 2-
tailed this shows that there is no significance difference in change
management awareness level between both genders.
• Very low presumption against null hypothesis
• And that means male and female groups doesn’t have significant
difference in awareness.
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29. CONCLUSION/FINDINGS
• The awareness level was between neutral and agree which is less
than 4 in mean
• Change management awareness is present to some extent in Dubai
medical companies
• The science is implemented in companies where structure includes
communication and networking managers among HR.
• The science isn’t well implemented in the courses and the company
policies
• The science isn’t counted as a decision making edge.
• Companies lack the specific model for implementing the science
• Male and female level of awareness is almost the same
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30. RECOMMENDATIONS
• I recommend such a study to be conducted by a
researcher who is free and to have enough time and
be paid research in order to discover the right results.
• I recommend to amend the scale and not to give good
marks for replies of neutral or disagree
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31. RECOMMENDATIONS
• The decision makers in each company has to be surveyed and that
requires enough time to be given where each decision maker are to have
the questionnaire sent by email to read and prepare for it before the
meeting with the researcher who can discuss with him in enough time
with enough questions.
• It must be explained well to respondent that the reply has to be what the
fact is and not what the respondent like to.
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32. APPENDICES
DETERMINING CHANGE MANAGEMENT AWARENESS LEVEL IN MEDICAL COMPANIES IN DUBAI
Name of participant & position
Age:
Gender
Number of subordinates
Type of company :
contact
Terms used:
Subordinate: follower employee
Stakeholder: anyone in contact with you in business atmosphere
CM: change management
Change moderator: representative , coach , instructor
Statement Strongly Agree Agree Neutral
Disag
ree
Strongly Disagree
communication with subordinates
I clearly communicate my subordinates that why this specific change is
required.
Change plans are well communicated to all the stake holders
Employees are properly trained to think and behave in a way compatible
to the introduced change.
Employees in organization should have the opportunities to express their
opinion about change process.
Clear outcomes are always defined while introducing any change.
Understanding change concept
I have enough knowledge/skills necessary to do my part in achieving my
work unit’s change related goals.
While introducing any change in the organization, I can easily categorize
it as strategic or operational level change.
While implementing the change, mostly I follow the typical model :
unfreeze – change – refreeze ?
I believe planned arrangements should be made in order to build a trust
worthy environment from top to bottom.
I believe the positive consequences of applying change management
program in company.
Risk management and assessing non application of change
You take enough change awareness measurements to avoid risks of not
performing change?
There is a proper mechanism to address the identified obstacles in
implementation of change.
In my organization, all stakeholders of any specific change program
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Change plans are well communicated to all the stake holders
Employees are properly trained to think and behave in a way compatible
to the introduced change.
Employees in organization should have the opportunities to express
their opinion about change process.
Clear outcomes are always defined while introducing any change.
Understanding change concept
I have enough knowledge/skills necessary to do my part in achieving my
work unit’s change related goals.
While introducing any change in the organization, I can easily categorize
it as strategic or operational level change.
While implementing the change, mostly I follow the typical model :
unfreeze – change – refreeze ?
I believe planned arrangements should be made in order to build a trust
worthy environment from top to bottom.
I believe the positive consequences of applying change management
program in company.
Risk management and assessing non application of change
You take enough change awareness measurements to avoid risks of not
performing change?
There is a proper mechanism to address the identified obstacles in
implementation of change.
In my organization, all stakeholders of any specific change program
know the urgency of its implementation.
All stakeholders are fully aware that why any specific change can’t be
avoided?
I always identify the obstacles that could derail the implementation of
any change.
Assessing change management
Do you trust the change moderator (manager, instructor, human
resource, and owner)? While implementing change a comfortable
environment is always created.
In my organization, change is necessary in order to improve overall
efficiency.
I often suggest change in processes in order to get more business.
Company policy and adapting change management
Is company adapting any specific policy of CM?
Is CM incorporated into company training courses?
Additional Comments:
Do you adapt a specific model or system of change management in company?

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