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The term change refers to any

alteration which occurs in the overall


work environment of an organisation
• Organizational change is both the process in
which an organization changes its structure,
strategies, operational methods, technologies,
or organizational culture to affect change
within the organization and the effects of
these changes on the organization.
CHARACTERSTICS OF
ORGANISATIONAL CHANGE
• Change happen for the pressure of both internal
and external forces in the organization.
• Change in any part of the organization affect the
whole organization.
• Change may affect people , structure , technology
and other elements of the organization.
• Change also affect the rate of speed and degree
of significance of the organization.
• Change may be reactive or proactive.
FORCES OF ORGANISATION CHANGE

FACTOR
S

EXTERN INTERN
AL AL
FACTOR FACTOR
S S
EXTERNAL FACTORS

MARKETIN
TECNOLOG G RAPID
CALLS FOR Y CONDITIO CHANGES
CHANGE NS

ORGANISATI IMPORTAN
SOCIAL POLITICAL
ON HAVE TO CHANGE FORCES T IMPACT
CHANGE ON
BUSINESS
Internal Factors
Nature of the workforce
To avoid developing
inertia

Deficiencies in
existing
management
structure

Change in managerial
personnel
Reactive Change : Making changes in
response to problems or opportunities as they
arise.
Proactive Change : Involves making
carefully thoughout changes in anticipation of
possible or expected problems or opportunities.
( ALSO CALLED PLANNED CHANGE )
Types of changes

Proactive Reactive

Anticipation Forced

Changes taken in Internal or external


anticipation

Fire fighting Most organisations


situation
PLANNED CHANGE

•It is deliberate design and


implementation of a
structural innovation a new
policy or goal or a change in
operating philosophy climate
or style
Planned change process steps

Planning for Assessing Implementing


change change forces the change
Planning for change
Developing
new goals and Strategies for
objectives implementation
of plan

Selecting an
agent of Selecting
change methodology

Developing the
Diagnose the plan
problem
Assessing change forces
(i)If the driving forces far out weight
the restraining forces, management
can push driving forces and
overpower restraining forces.

(ii) If restraining forces are stronger


than driving forces, management
either gives up the change
programme or it can pursue it by
concentrating on driving forces and
changing restraining forces into
driving ones or immobilizing them.

(iii) If driving and restraining forces


are fairly equal, management can
push up driving forces and at the
 Favorable conditions
 Right timing
 Right channels of communication
 Gains acceptance
 feedback
Lewin’s Three Step Change Model

Unfeezing Movement Refreezing


Resistance to Organizational change

• Resistance to change is perhaps one of the


baffling problems a manager encounters
because it can take many shapes. People may
resign, they may show tardiness, loss of
motivation to work , increased absenteeism,
request for transfer, wild-cat strikes, shoddy
work, reduction in productivity etc.
Case Study

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