You are on page 1of 9

ORGANIZATIONAL CHANGE AND

DEVELOPMENT

Dipak Kumar Bhattacharyya, Director


Camellia School of Business Management,
Kolkata

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Chapter-3
Organizational Change
Process

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Introduction

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.

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Features of Organizational Change


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

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

The Change Process


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

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Seven Pillars of Organizational Change Proce

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

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Essential requirements of change


leaders can be summarized as under:
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)

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Role and Significance of HRD in organizational


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.

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

Copyright 2011, Oxford University Press, India

Dipak Kumar Bhattacharyya

You might also like