Change Management

Topics: Change management, Organizational studies, Organization Pages: 190 (49911 words) Published: November 22, 2009
MBA –H4010

Organisational Development And Change

The student is expected to learn the following concepts after going through this unit.

1. Change 3. Planned Change 5. Unplanned Change

2. 4. 6.

Stimulating Forces Change Agents Lewin’s Three Step Model

The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work environment of an organization. When an organizational system is disturbed by some internal or external force, the change may occur. The change is modification of the structure or process of a system, that may be good or even bad. It disturbs the existing equilibrium or status quo in an organization. The change in any part of the organization may affect the whole of the organization, or various other parts of organization in varying degrees of speed and significance. It may affect people, structure, technology, and other elements of an organization. It may be reactive or proactive in nature. When change takes place due to external forces, it is called reactive change. However, proactive change is initiated by the management on its own to enhance the organizational effectiveness. The change is one of the most critical aspects of effective management. It is the coping process of moving from the present state to a desired state that individuals, 1

MBA –H4010

Organisational Development And Change

groups and organizations undertake in response to various internal and external factors that alter current realities.

Survival of even the most successful organizations cannot be taken for granted. In some sectors of the economy, organizations must have the capability to adapt quickly in order to survive. When organizations fail to change, the cost of failure may be quite high. All organizations exist in a changing environment and are themselves constantly changing. Increasingly, the organizations that emphasize bureaucratic or mechanistic systems are ineffective. The

organizations with rigid hierarchies, high degree of functional specialization, narrow and limited job descriptions, inflexible rules and procedures, and impersonal management can’t respond adequately to the demands for change. The organizations need designs that are flexible and adaptive. They also need systems that require both, and allow greater commitment and use of talent on the part of employees and managers. The organizations that do not bring about timely change in appropriate ways are unlikely to survive. One reason that the rate of change is accelerating is that knowledge and technology feed on themselves, constantly making innovations at exponential rates.

Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness. The goal of planned organizational change is to find new or improved ways of using resources and capabilities in order to increase an organization’s ability to create value and improve returns to its stakeholders. An organization in decline may need to restructure its resources to improve its fit with the environment. IBM and General Motors, for example, experienced falling demand for their products in the 1990s and have been searching for new ways to use their resources to improve their performance and attract customers back. On the other 2

MBA –H4010

Organisational Development And Change

hand, even a thriving organization may need to change the way it uses its resources so that it can develop new products or find new markets for its existing products. Wal-Mart, Target, Blockbuster Video, and Toys “ ” Us, for

example, have been moving aggressively to expand their scale of operations and open new stores to take advantage of the popularity of their products. In the last decade, over half of all Fortune 500 companies have undergone major organizational changes to...

References: Foster, M. (1967). Organizational Development and Change. SouthWestern College Publishing
French, Wendell L., and Cecil H
Emerges From Three Backgrounds French (Varney 1967) describes the history of OD as emerging about 1957 and having at least three origins:
Cummings, Thomas & Huse, Edgar (1989). Organization Development and Change. St Paul, MN: West Publishing Company. (Pp. 5-13).
Marrow, A., Bowers, D & Seashore, A. (1967). Management by Participation. New York: Harper and Row.
Nadler, Leonard, (1984). The Handbook of Human Resource Development. New York: John Wiley & Sons (p. 1.12).
Newstrom, John & Davis, Keith (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. (p. 293)].
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