Chapter 1:Management of Change:

1.1Meaning :
Management of change is a process or technique to manage the changes in organisational
goal, structure, offering process and people. In other words, management of change means
defining and implementing procedures to deal with the change in business environment and
to the profit from changing opportunities.

Management of change is a systematic approach to deal with change both from the view
point of an organisation and the individual. It has three different aspects, these are -

 Adapting Change;
 Controlling Change; and
 Effecting Change.

1.2Characteristics of Management of Change

Management of change is a critical process practiced in an organisation to manage changes
which generally includes the following characteristics-

i. Change management is critical to organisational strategy and tactical objectives.

ii. Change management is incorporated into decision making, program design and
project planning across the organization.

iii. Change management is a human activity that is aligned with an organization's culture,
values and people.

iv. Change requires the commitment of executive team or their delegates to succeed.

v. Executive team or their delegates are accountable for change. .

vi. Changes will be clearly documented and communicated by executive sponsors or

their delegates.

vii. Stakeholders for each change are consulted and provided with an opportunity to
provide their input.

viii. Executive team or their delegates address objections to change.

ix. The impact of each change will be assessed. Assessment will include a realistic
evaluation of the organization's readiness and capacity to change.

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 x. Change is widely communicated to the organization.

xi. Change communications will be clear, comprehensive, fair and timely.

xii. Over-communicating change is preferred to under-communicating.

xiii. Change communication is two-way i.e. employees have a opportunity to ask questions
about change, provide feedback and voice concerns to leaders i.e executive team.

xiv. Change management is based on standardized processes.

xv. Change management processes are continually reviewed and improved.

xvi. A plan and schedule is developed for each change that's appropriate to the complexity
of the change.

xvii. Training requirements for each change will be developed and implemented.

xviii. Changes are continually re-evaluated.

1.3Objectives of Management of Change:

The primary objective of organizational change management is to execute strategy.

The following are the secondary objectives of management of change-

(i) Establish a Culture of Innovation

An organisational culture may be in the habit of resisting change, in such case every
change will be difficult. Establishing a culture that's creative and accepting of change
is a high priority objective for every change management practice.

(ii) Establish Principles for Change

Change management principles are the lifeblood of organisation’s innovation culture.
They set expectations to everyone in an organization then all individual of an
organisation or whole organisation bring innovation and change.

(iii) Develop Innovative Strategies

Change management is a process. It brings and implements innovation, create
awareness and communication about new innovations and develop innovative
strategies.

(iv) Establish Best Practices for Innovation

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 Best practices involves – compiling safety information on the product, equipment,
material or process. It also includes a way to gather employee inputs on changes,
creating awareness on changes and maximizing the effectiveness of the change effort.

(v)Empower Agents of Change

Empower agents of change means delegating sufficient authority to leaders of change
and support them so that new innovation can take place in the organisation.

(vi)Identify Change Accountability & Responsibility

Accountability & responsibilities for a change took place in an organisation should
clearly identify.

(vii)Align Employee Objectives to Change

Management of change should aim to measure all employees according to change
objectives and it should also set performance expectations with every employee and
invite commitment.

(viii) Communicate & Socialize Change

Communication & socialization of change is vital to reduce resistance to change.
Creating awareness about new innovation before adopting will helps to know the
effectiveness of change and to minimize resistance to change.

1.4Advantage of Management of Change

Various changes have to made in an organisation to cope up with the changing

environment there are some advantages of management of such change. These are as
follows:-
a. It minimizes unplanned adverse impacts on system integrity, security,
stability, and reliability for the business process being altered or added.

b. It maximizes the productivity and efficiency of staff planning, coordinating,

and implementing the changes.

c. It provides a stable production environment.

d. It ensures the proper level of technical completeness, accuracy of

modifications, and testing of systems before implementation.

e. It provides an appropriate level of management approval and involvement.

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1.5 Barriers of Management of Change
Organisational change is a complex process. The ability to change is one of the
biggest problems in organizations. It is the reason that some companies can innovate, while
others practiced the same old patterns. The following barriers to change –

a. Resistance to Change:-

In an organisation employee may resist the change because they do not wish to
follow new process but they want to practice in the same old manner as they
are working.

b. Unknown Current State:-

An organisation often attempts changes without an examination of their current
blueprint which makes it difficult to transition to a future state.

c. Complexity:-
Change is a complex process in an organisation. Development of new processes,
systems and product changes becomes more challenging. Complexity of change is a
fundamental barrier.

d. Competitive Forces:-
In many cases external forces drive organizational change. Competition, external
threats, technological change, market conditions and economic forces are all
common drivers of change. These changes are over the control of organisation .

Chapter 2. Lewin's Change Model

A very simple change model was invented by social psychologist Kurt Lewin.

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It includes three steps:

1. Unfreezing,

2. Changing, and

3. Refreezing.

This model assumes the change is planned and emphasizes that no matter what kind of
change is being made (i.e. structure-, system- or behaviour-related), people are always the
root of the change. This model also places a heavy focus on reducing resistance to change by
referring to two forces in an organization- driving forces and restraining forces. Driving
forces are reasons people are motivated to change. Restraining forces represent reasons
people are hesitant to change.

2.1 Stages of Lewin's Change Model

1. Unfreezing- This stage is the preparatory stage for a change to occur and takes places as
driving forces become greater than restraining forces. People are more motivated than
hesitant to change. People prepare to make the desired change. However, to get to this point,
a lot of resistance, such as fear of the unknown or breaking old habits, must be overcome.
The following tactics may be used to reduce resistance. Each can be used in the appropriate
setting.

 Communication- The people should be kept updated about the status of the change.
The employees must be aware of how the change will impact them, for good or for
bad. As per study, people bothers more about not being transparent than the change
itself. The people are willing support the change if they can understand the "why"
behind it.
 Training- The people should have the knowledge and skills needed to reach
expectations.
 Employee involvement – employees ideas should also be included. They should be
allowed to share their ideas.
 Stress management- The employees should be given opportunities to discuss with
someone their concerns regarding the change. Sometimes simply knowing what is
doable (in regards to making adjustments to the change based on an employee's
concerns} is all an employee needs to be satisfied that his or her concerns were taken

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 into consideration as much as possible. Then this individual is willing to support the
change.
 Negotiation- The employees should be given something they want to persuade them
to make the change.
 Coercion- Give employees an "ultimatum": Make the change or be let go. This is an
extreme example, but people don't change simply because they are asked to. They
need a reason to do so, and sometimes this method of reducing resistance is necessary.

2. Changing- This stage is when the change actually occurs. People learn the new behaviors,
systems, structures, etc.

3. Refreezing- This stage is where the change is reinforced. This is done through feedback
and organizational rewards for demonstrating the desired behavior.

Lewin's model demonstrates the process of change in one of the simplest forms possible.
Specific resistance-reducer tactics are outlined to facilitate the least resistant and least
stressful change process possible.

Chapter 3:-Change Agent

3.1 Meaning:
A change agent is anyone who helps an organization transform by improving business
processes and interpersonal interactions. A change agent is a person from inside or outside
the organization who helps an organization transform itself by focusing on such matters as
organizational effectiveness, improvement, and development. A change agent usually focuses
his efforts on the effect of changing technologies, structures, and tasks on interpersonal and
group relationships in the organization. The focus is on the people in the organization and
their interactions. The change agents are appointed by the organizations to transform the
ways, the organization is managed, or the business is conducted.

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3.2 Qualities of change agent
A change agent is basically a consultant, either from within the organization or brought in as
an outsider. They often play the role of a researcher, trainer, counsellor, or teacher.
Sometimes they will even serve as a line manager. While some change agents specialize in
one role, most will shift their roles depending upon the needs of the organization.
An effective change agent must have the following qualities:

o Broad knowledge: Must have broad industry knowledge, a broad range of

multidisciplinary knowledge, including conceptual knowledge, diagnostic
knowledge, evaluative knowledge, an understanding of methodology for
change, and ethical knowledge.

o Operational and relational knowledge: Must be able to listen, trust, form

relationships, observe, identify, and report. He/She must be flexible to deal
with different types of relationships and behaviors.

o Sensitivity and maturity: He/She must not only be able to demonstrate

sensitivity to others, but He/She must also be sensitive and mature enough to
be aware of his/her own motivations.

o Authenticity: The agent must be authentic. They must act in accordance with
the values they seek to promote in the organization. They should practice what
they preach.

3.3 Types of Change Agent

The change agent can be internal or external to the organization who plays the role of a
catalyst to implement change in the organization

 Internal Change Agent: When the change agent, is internal to the organization then
he/she is usually the employee such as a manager, senior executive, leader, HR
professional or any other person from the staff who has mastered in behavioral

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 sciences and intervention technology of organization development. They are
appointed by the organization to look after the change process.
 External Change Agent: The external change agent is the one who is brought to the
organization from outside such as consultants. The company’s rules, regulations and
policies are not imposed on them, and so they can deeply analyze and bring different
viewpoints to a situation and challenge the existing state of affairs. However, this can
also be seen as a disadvantage, as the external change agent is not aware of the
company’s history, work processes, and personnel.

3.4 Skills of a Change Agent

o Cognitive Skills: The ability of an individual to perform the various mental activities
most closely associated with learning and problem solving. Cognitive skills is
required for the purpose of self understanding, conceptualization, and evaluation.

o Action Skills: Change Agent works as a consultant, researcher, trainer, counsellor,

etc. in an organization, so, he/she should possess required skills and competencies.

o Communication Skills: He/She is responsible for spreading change information, and

making the organization realize the need for change, for which he/she must possess
excellent communication and pervasive skills.

4.Organisational Development

4.1 Meaning:

Organization development (OD) is the study of successful organizational change and

performance. OD emerged from human relations studies in the 1930s, during which
psychologists realized that organizational structures and processes influence worker
behaviour and motivation. More recently, work on OD has expanded to focus on aligning
organizations with their rapidly changing and complex environments through organizational
learning, knowledge management and transformation of organizational norms and values.
Key concepts of OD theory include: organizational climate (the mood or unique “personality”
of an organization, which includes attitudes and beliefs that influence members’ collective

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behaviour), organizational culture (the deeply-seated norms, values and behaviour’s that
members share) and organizational strategies (how an organization identifies problems, plans
action, negotiates change and evaluates progress).

4.2 Definitions:

According to French and Bell, "Organizational development is a long range effort to improve
an organization's problem-solving and renewal processes, particularly, through a more
effective and collaborative management of organization culture with special emphasis on the
culture of formal work teams with the assistance of a change agent or catalyst and the use of
the theory and technology of applied behaviour science, including action research".

According to Burke, "Organizational development is a planned process of change in an

organization's culture through the utilization of behavioural science, technology, research and
theory".

According to R. Beckhard, "Organizational development is an effort (1) planned,

(2) organization wide, (3) managed from the top, (4) to increase organization effectiveness
and health and (5) through planned intervention in the organizations processes using
behavioural science knowledge".

5.3Objectives of organizational development:

The objectives of OD are:

1. to increase the level of inter-personal trust among employees

2. to increase employees' level of satisfaction and commitment
3. to confront problems instead of neglecting them
4. to effectively manage conflict
5. to increase cooperation and collaboration among employees
6. to increase organizational problem-solving
7. to put in place processes that will help improve the ongoing operation of an
organization on a continuous basis

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According to organizational-development thinking, organization development
provides managers with a vehicle for introducing change systematically by applying a broad
selection of management techniques. This, in turn, leads to greater personal, group, and
organizational effectiveness.

5.4 Nature of organizational development:

1. OD is a systematic approach to planned change. It is a structured cycle of diagnosing

problems and opportunities and then applying expertise to them.
2. OD is grounded in solid research and theory. It involves the application of our
knowledge of behavioural science to challenges that the organisations face.
3. OD recognises the reciprocal relationship between individuals and organisations. It
acknowledges that for organisations to change, individuals must change.
4. OD is goal-oriented. It is a process that seeks to improve both individual and
organisational well-being and effectiveness.
5. OD is designed to solve problems.

Conclusion

Managing organisational change should be in such a way as to minimize employee resistance

and cost to the organization while simultaneously maximizing the effectiveness of the change
effort.

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