357_33_powerpoint-slides_chapter-3-organizational-change-process.ppt

Copyright © 2011, Oxford University Press, India Dipak Kumar Bhattacharyya

Dipak Kumar Bhattacharyya, Director Dipak Kumar Bhattacharyya, Director Camellia School of Business Management, KolkataCamellia School of Business Management, Kolkata

ORGANIZATIONAL CHANGE AND ORGANIZATIONAL CHANGE AND DEVELOPMENTDEVELOPMENT


Chapter-3Chapter-3Organizational Change ProcessOrganizational Change Process


• Organizational change process is any broad collection of activities within the organization which ultimately support the change initiatives undertaken by the organization.

• Organizational change processes are typically evaluated from the stakeholders’ viewpoint. Thus managing the organizational change process requires proper understanding of the various stakeholders’ need and aligns those with the organizational business imperatives.

Introduction


Some of the widely used features of organizational change are:

1. Organizational change process always invites disagreement and contradictions

2. Organizational change is an on-going and continuous process 3. Organizational change process is not always a smooth sailing (it requires

thorough study of different implications of change to the organization).

4. Organizational change process succeeds through collaborative inquiry and teamwork

Features of Organizational Change process


Kurt Lewin (1951) has characterised three basic stages of change, i.e., unfreezing, changing, and re-freezing.

From operational point of view Lewin’s model can be explained as under:

• Organizational change cannot occur till we unfreeze the existing systems, and refreeze the same with new inputs. Process of unfreezing makes the existing systems redundant and in the process encounters resistance from the members of the organization.

• Immediately after unfreezing, the organization reaches the transition state from the present state. In the transition state organization adopts series of change initiatives, and makes those transparent to people to embrace those through increased communication and motivation.

• Refreezing state is a process of stabilizing and integrating the process of change. People develop new attitude and behavioural pattern to achieve the results in the changed situation.

The Change Process


• business leadership, • strategic planning, • customers and market, • data/information analysis, • human resources, • process management and • business results.

Seven Pillars of Organizational Change Process


•Goal Setting•Resource Allocation•Risk Evaluation•Trade off between the short term and the long term•Setting standards of performance and behaviour•Supporting Processes and Structure •Acculturation (through well planned induction and socialisation programmes)

Essential requirements of change leaders can be summarized as under:


• HRD activities play a very crucial role in organizational change process.

Training, retraining and redeployment has now become important, as it can renew the capabilities of people working with the organization and through people can reinforce the change process.

• HRD can also facilitate development of an enabling culture in an organization. Enabling culture is creating an environment where employees are motivated to take initiative and risk, they feel enthused to experiment, innovate and they make things happen.

Role and Significance of HRD in organizational change process

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