MANAGEMENT OF CHANGE AND

DIVERSITY IN ORGANIZATIONS
• ARE TWO RELATED ACTIVITIES /FUNCTION OF MANAGEMENT
BECAUSE TRYING TO BRING CHANGE IN ORGANIZATIONS IS
DEPENDENT ON THE KIND AND THE BEHAVIOR OF THE PEOPLE
WITHIN THEM .
 TYPES OF CHANGE

1. CHANGES IN PEOPLE . PEOPLE’S ATTITUDE , VALUES , WANTS AND NEEDS , EXPECTATIONS ,

PERCEPTIONS , AND BEHAVIORS CHANGE AS TIME GOES BY , BUT CHANGING THEM FOR
THE BETTER IS NOT EASY TO DO .
2. CHANGES IN STRUCTURE . DUE TO CHANGING CONDITIONS /SITUATIONS AND CHANGING
STRATEGIES USED , ORGANIZATIONAL STRUCTURES MAY ALSO CHANGE ACCORDING TO
WORK SPECIALIZATION , DEPARTMENTALIZATION , CHANGE OF COMMAND , SPAN OF
CONTROL , CENTRALIZATION , FORMALIZATION , AND JOB REDESIGN AMONG OTHERS .
3. CHANGES IN TECHNOLOGY . TECHNOLOGY CHANGES USUALLY REFER TO CHANGES IN
WORK PROCESSES AND METHODS USED , INTRODUCTION OF NEW EQUIPMENT AND
WORK TOOLS, AUTOMATICATION , OR COMPUTERIZATION.
MANAGING RESISTANCE TO CHANGE
CHANGE IS CONSIDERED BY MANY ORGANIZATION MEMBERS AS A THREAT . IT IS COMMON FOR PEOPLE TO
FEAR CHANGING THE STATUS QUO , EVEN IF DOING SO MIGHT BRING BENEFICIAL EFFECTS .
1. EDUCATION - EMPLOYES HAVE TO BE EDUCATED REGARDING THE REASONS FOR AND THE RELEVANCE OF
CHANGE.
2. PARTICIPATION – ALLOW ORGANIZATION MEMBERS TO PARTICIPATE IN DECISION MAKING RELATED TO
BRINGING CHANGE IN THEIR COMPANY .
3. FACILITATION AND SUPPORT – FACILITATE AND PROVIDE NEW SKILLS TRAINING AND COUNSELLING FOR
EMPLOYEES MINIMIZE THEIR FEAR OF CHANGE .
4. MANIPULATION OF INFORMATION- WITHHOLD DAMAGING INFORMATION ABOUT CHANGE TO MAKE IT
ACCEPTABLE TO ORGANIZATION MEMBERS
5. SELECTION OF PEOPLE- SELECT PEOPLE WHO ARE OPEN TO CHANGE TO HELP DISSEMINATE THE
BENEFICIAL EFFECTS OF CHANGE, RESISTANCE TO CHANGE IS LESSENED
6. COERCION- THE USE OF DIRECT THREATS OR FORCE TO MAKE PEOPLE ACCEPT CHANGE; THIS METHOD IS
PERCEIVED AS A FORM OF BULLYING, SO IT IS USED ONLY WHEN EXTREMELY NECESSARY
 MAKING CHANGES IN ORGANIZATIONAL CULTURE

• CHANGE IN ORGANIZATIONAL CULTURE CANNOT BE DONE EASILY BECAUSE IT IS HIGHLY

VALUED AND INGRAINED AMONG THE FIRMS MEMBERS . ROBBINS AND COULTER (2009).
SUGGEST THE FOLLOWING STEPS :
• SET TONE THROUGH MANAGEMENT BEHAVIOR – TOP MANAGERS , PARTICULARLY , NEED TO
BE POSITIVE ROLE MODELS .
• CREATE NEW STORIES , SYMBOLS , AND RITUALS TO REPLACE THOSE CURRENTLY IN USE .
• SELECT AND PROMOTE EMPLOYEES WHO ADAPT THE NEW VALUES .
• REDESIGN SOCIALIZATION PROCESSES TO ALIGN WITH THE NEW VALUES .
• CHANGE THE REWARDS SYSTEM TO ENCOURAGE ACCEPTANCE OF NEW VALUES .
• REPLACE UNWRITTEN NORMS WITH CLEARLY SPECIFIED EXPECTATIONS .
• SHAKE UP CURRENT SUBCULTURES
• WORK TO GET CONSENSUS THROUGH EMPLOYEE PARTICIPATION AND CREATE A CLIMATE
WITH A HIGH LEVEL OF TRUST .
MANAGING WORKPLACE DIVERSITY
WORKPLACE DIVERSITY IN ORGANIZATION IS INEVITABLE .