Change Management
MBA –H4010
Organisational Development And Change
ORGANISATIONAL DEVELOPMENT AND CHANGE
UNIT – I LEARNING OBJECTIVES
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
Organisational Development And Change
ORGANISATIONAL DEVELOPMENT AND CHANGE
UNIT – I LEARNING OBJECTIVES
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
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: 1 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)].