Psychodynamic approach to organizational change management: a case-study.

<p align="center"><strong>Аннотация</strong> <strong>на</strong> <strong>английском</strong> <strong>языке</strong><strong>.</strong></p><p>For my graduation paper I have chosen the theme &ldquo;Psychodynamic approach to organizational change management: a case-study&rdquo;. The author&rsquo;s research focuses on the analysis of the individual case and changes in the Company Y. Research has a descriptive character. The main aim is to identify the presence of the narcissistic process in the experiences of employees during organizational changes. The object of the research is the experience of employees related to the change management in the company, and the subject of the research is a psychodynamic approach to analysis of these experiences. The key tasks of this research are following: analysis of the literature on change management; the analysis aspects of the integration psychodynamic approach to management; the analysis of challenges in change management regarding latent secondary processes; the addition to base case studies, empirical research employees experiences about the changes in the company; to draft recommendations for more comfortable flowing changes and prevent organizational decay. The Author of the work relies on research methods such as: literature analysis, comparative analysis, qualitative research methodology, in-depth interviews, qualitative analysis of data. Empirical base of the research is one of the departments of the media-holding Y, in an amount of 6 persons. Analysis of the literature and in-depth interviews brings us to such conclusions. Management&#39;s practices in conjunction with the psychodynamic approach allow making the fullest possible picture how changes go. Regardless of the individual characteristics the employee, he/she is influenced by organizational illusions. The atmosphere of uncertainty is a stimulant of institutionalization. Narcissistic process simultaneously leads the company to success, and influences destructively. Secondary communication does not allow to lead the conflict on the surface and to resolve it, but only creates resistance and aggression to changes. In a situation, of frequent changes of managers, employees regress and are not able to withstand competition.</p><p>Conducted interviews with employees of the company helped to complete the picture of the transformation in the company, from the standpoint of public changes, secondary processes and the information era. Empirical study also allowed developing recommendations for step by step recovery of the organizational balance.</p>