Management Process and Organization Behavior

Unit 14

Unit 14

Organizational Change

Structure 14.1 Introduction Learning Objectives 14.2 Forces for change Internal forces External forces 14.3 Resistance to change Individual resistance Organizational resistance Factors in resistance towards change 14.4 Responses to change Reactions to change Overcoming the resistance to change 14.5 Characteristics of Organizational Change 14.6 Theories of Change Force Field Analysis theory Action Research model Dimensions of change 14.7 Strategies for Change Management 14.8 Toolkit for Managing Change 14.9 Summary 14.10 Terminal Questions 14.11 Answers

14.1 Introduction
In the earlier units, you came to know about the different theories and aspects of Organization Behaviour. In this unit we will study about the Organizational Change. Organizational change may be defined as the adoption of a new idea or a behavior by an organization (Daft 1995). It is a way of altering an existing organization to increase organizational effectiveness for achieving its objectives. Successful organizational change must continually focus on making organizations responsive to major developments like changing
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customer preferences, regulatory norms, economic shocks and technological innovations. Only those organizations that are able to undertake suitable change programs, can sustain and survive in a changing and demanding economic order in their bid to remain ahead of others in the race. In this unit, the topics closely related to change management will be discussed in detail. These topics include the forces for change, resistance to change, responses and characteristics of change. The theories and strategies of change will also be explained in detail. For a better understanding of this unit, prior knowledge about the Organization Culture, groups, perception and motivation is desirable. After completing the unit, you can visit the EduNxT portal and address the discussions posted in the caselet Maverick Learning Learning Objectives After studying this unit, you should be able to: List the factors of change and describe their impact on the organization Identify the resistance to change and categorize them as individual and Organizational Explain different theories of change Classify the strategies of Change

14.2 Forces for Change

Forces for change are of two types: Internal forces External forces. 14.2.1 Internal forces Any change in organizations internal factors may also necessitate change. Such a change is required because of two reasons: change in managerial personnel and deficiency in existing organizational practices. Change in the top management: Change in the top management and consequent change in the ideas to run the organization also leads to change in the system, structure and processes. Old managers are replaced by new managers which are necessitated because of retirement, promotion, transfer or dismissal. Each new manager brings his own ideas and way of working into the organization. The formal or informal relationships may change
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because of changes in top management. Moreover, attitudes, ideology, leadership style of the person may be different from the earlier one, this will reflect in their actions and decisions. The result is that an organization has to change accordingly. Change in size of the organization: Change in the organizations size leads to change in the internal structure and complexity of the operations in the organization. Performance gaps: When a gap between set target and actual results (in terms of market share, employee productivity and profit) is identified, organizations face the forces to change and reduce the gap. Employee needs and values: With changing needs and values of the employees, organizations change their policies. For example, attractive financial incentives, challenging assignments, vertical growth opportunities and autonomy at work may be provided in an organization to attract and retain its effective employees. Deficiency in existing organization: Sometimes, changes are necessary because of deficiency in the present organizational arrangement and process. These deficiencies may be in the form of unmanageable span of management, large number of managerial levels, lack of co-ordination between various departments, obstacles in communication, multiplicity of committees, lack of uniformity in policy decisions, lack of co-operation between line and staff and so on. 14.2.2 External forces Each organization has goals and responsibility related to others in its environment. Thus, an organization must not only deal with its environment in conducting its affairs, but also give consideration to the goals of others, as it establishes its goals and conducts its operations. The present-day environment is dynamic and will continue to be dynamic. Changes in social, political, economic, technological, and legal environment force organizations to change themselves. Such changes may result in organizational changes like major functions, production process, labour-management relations, nature of competition, economic constraints, organization methods, etc. In order to survive in the changing environment, organization must change.

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Technology: Technological changes are responsible for changing the nature of the job performed at all levels in an organization. When there is a change in technology in the organizations environment and other organizations adopt the new technology, the organization under focus becomes less cost-effective and its competitive position weakens. Therefore, it has to adopt new technology. When the organizations adopt a new technology, its work structures are affected and a new equilibrium has to be established. We have seen that technology has impact on organization structure, organizational processes, and behaviour of people. For example, computers and automation have made significant impact on organizational functioning. Business scenario: Due to rapid changes in the business scenario with increasing competition and global economy, the needs and demands are also changing among the customers, suppliers and other stakeholders. Organizations are, therefore, forced to change their operational methods to meet the demands of the stakeholders. Since every organization exports its outputs to the environment, an organization has to face competition in the market. There may be two types of forces which may affect the competitive position of an organization other organizations supplying the same products and, buyers who are buying the product. Any change in these forces may require suitable changes in the organization. For example, when Indian economy was liberalized (the process still continues), there were many foreign organizations which entered the Indian market. This forced many Indian organizations to re-align themselves with the new situation. The result is that there have been many cases of divesting the business and concentrating on the core business, acquiring core business, and developing competitive competence to face competitive threats. Similarly, there may be changes in buyers in terms of their needs, liking-disliking, and income disposal for a product. These changes force the organizations to bring those products which meet buyers requirements. Environmental and National factors: Environmental factors such as economic, political and demographic and legal factors play a vital role in devising organizational policies and strategy. Any change in these political and legal factors may affect the organizational operation. For example, organizations may have to change their employment policies in accordance
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with the government policy, demand of the non-government organizations and changing economic conditions of a country. Social changes: Social changes reflect in terms of peoples aspirations, their needs, and their way of working. Social changes have taken place because of the several forces like level of education, urbanization, feeling of autonomy, and international impact due to new information sources. These social changes affect the behaviour of people in the organization. Therefore it is required to make adjustment in its working so that it matches with people. Self Assessment Questions 1. Forces for change are of _____________ types. 2. Organizations are, therefore, forced to change their operational methods to meet the demands of the _____________. 3. Environmental factors such as ___________, ______________, and _____________ factors play a vital role in devising organizational policies and strategy

14.3 Resistance to Change

Resistance to change may be of two types: Individual resistance Organizational resistance Along with these two types of resistance to change, we will also discuss about the various factors or reasons behind resistance to change in this section. 14.3.1 Individual resistance Change leads to insecurity among the employees because of its unknown consequences. Employees do not know for certain whether the change will bring in better prospects. For example, because of technological change people may feel threatened due to the fear of obsolescence of skills, less wages and losing the job. Change sometimes leads to new dimensions of work relationships. Due to organizational redesign, the employees may have to work with other set of people than their existing co-workers with whom

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they have direct relationship, and it is generally not welcome by most of the employees. 14.3.2 Organizational resistance Change may bring some potential threat to the organizational power to some people. Therefore, people try to resist change. The structural inertia in the bureaucratic organizations also hinders change. Furthermore, resource constraints play a vital role in resistance to change. 14.3.3 Factors in resistance to change People tend to evaluate the effect of change individually but they express it through group in collective form. Therefore, the reasons underlying resistance to change may be catagorised into three factors economic, psychological and social. I) Economic factors People feel attached to the organization for satisfying their needs and economic needs- physiological, job security etc. precede over other needs. People may perceive that they will be adversely affected by the change in terms of their needs satisfaction in the following ways: 1. Skill obsolescence: A change is generally meant for better methods of working which may involve new techniques, technology, etc., whenever people sense that new machinery (change) poses a threat of replacing or degrading them, they simply resist such a change. When computer was introduced in the business sector in India, it attracted a lot of resistance because of this reason. 2. Fear of economic loss: A change may create fear of economic loss in the sense that it may affect economic compensation adversely, reduce job options, and turn into technological unemployment. This feeling is created because people feel that those who can match the new requirements will be better off than those who cannot match. 3. Reduced opportunities for incentives: Employees are generally offered incentives linked to their output in the form of incentive schemes, bonus, etc. All these are well-established in the old system. Whenever there is change, people may feel that in the new system, they will have lower opportunity to earn incentives and bonus as the new system requires additional skills.

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II) Psychological Factors Psychological factors are based on peoples emotions, sentiments and attitudes towards change. These are qualitative and, therefore, may be logical from peoples point of view but may be illogical from the change agents point of view. Major psychological factors responsible for resistance are: ego defensiveness, status quo, lack of trust in change agent, low tolerance for change, and fear of unknown. 1. Ego defensiveness: A change may affect the ego of the people affected by the change and in order to defend their ego, people resist change. A change in itself suggests that everything is not right at a particular level. Thus, the change may be perceived as an instrument for exposing the weakness of the people. 2. Status quo: People want status quo. i.e. they do not want any disturbance in their existing equilibrium of life and work pattern. The change initiated by the organization disturbs such equilibrium and people have to obtain another equilibrium which is a painful exercise. Therefore, everyone tries to avoid it. 3. Low tolerance for change: In the context of maintaining status quo, people may differ. Some people have very low level of tolerance for change and ambiguity as compared to others. Therefore, these people resist any new idea. 4. Lack of trust in change agent: The effect of change is perceived in the context of change agent, that is, the person who initiates change. If people have low degree of confidence in the change agent, they show resistance to change efforts. This is the reason why labour union resists changes initiated by management because of the feeling that labour and management are two different interest groups in the organization. 5. Fear of unknown: A change may be perceived as entering into unchartered area which is unknown. The change will bring results in future, which is always uncertain. This lack of certainty creates anxiety and stress in the minds of people and they want to avoid it. The lack of adequate information about the likely impact of change further complicates the problems. III) Social Factors People derive need satisfaction, particularly social needs, through their mutual compatible interactions. They form their own social groups at the
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work place for the satisfaction of their social needs. To the extent the satisfaction of these needs is affected by a change, people resist it. The major factors causing resistance to change are: desire to retain existing social interaction and feeling of outside interference. 1. Desire to maintain existing social interaction: People desire to maintain existing social interaction since it is a satisfying one. When there is any change, their existing social interactions are likely to be changed, which people do not want. Therefore, they resist change. 2. Feeling of outside interference: A change brought about by the change agent is considered to be interference in the working of people. This phenomenon is heightened if the change agent belongs to another social class, e.g., change initiated by managers affecting workers. The latter my feel that managers try to make workers an instrument for higher productivity but the outcome of this productivity will be retained by them. Self Assessment Questions 4. Resistance to change may be of _________ types. 5. Change leads to _______________ among the employees because of its unknown consequences. 6. Change may bring some potential _________to the organizational power to some people.

14.4 Responses to Change

The responses to change depend upon the employees perception about the change. Different individuals differ in their attitudes and hence, the perceptions towards change. Therefore, one important task of the management of an organization is to understand and create a positive attitude among employees regarding change. 14.4.1 Reactions to change Three major reactions to change are: Anger: After employees have passed over the shock of the new situation, most people who view the change as having a negative impact on their personal situation, many times, they will begin to blame the management or talk ill about management. This agitation and anger, if not addressed, may
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lead to some people actually trying to sabotage the change process by taking stances varying between active non-cooperation and passive resistance. Denial: Many people, depending on their basic values and beliefs, move from anger to acceptance. However, there are a significant number of people who go through a denial phase. A person going through this phase will make up excuses why he or she should not be held accountable for anything that goes wrong with the organization as a result of the change. Such attempts to disassociate from the new situation often cause the person to alienate oneself from the group. Acceptance: Once the person has accepted the change as real and that it is going to happen, he or she begins to rationalize his or her role in the new situation. It is important to understand that not only can an individual accept the situation and begin to work towards the new vision, but one can also accept the situation as having a negative impact and choose to leave the organization. Either way, the individual accepts the fact that the new environment exists. 14.4.2 Overcoming resistance to change One of the basic problems in managing change is to overcome peoples resistance to change successfully. Unless this problem is overcome properly, the effect of the change may not be as functional as envisaged by the management. In many cases, even the impact of change may be dysfunctional if change is imposed upon the people by the use of formal authority. Therefore, the role of formal authority in implementing a change may not be effective all the times; it can make effectively by managing resistance effectively. For example, Locavini observes that the secret of real success is effective management of the emotional vulnerability that accompanies organizational change. Some approaches can be taken to reduce the resistance to change. Some of them are listed below (Schermerhorn, Hunt, and Osborn 2000): Education and communication: Open communication and proper education help employees to understand the significance of change and its requirement. For that, proper initiative should be taken to provide the information regarding the type, timing, implication, purpose and reason for
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change. People should be educated to become familiar with change, its process and working. Employee participation and involvement: People generally get more committed towards the change, if they are directly involved in the change process. This way, they have the opportunity to clarify their doubts and understand the perspective and requirement of change for the organization. The management also gets the chance to identify the potential problems that may occur in the workplace and the chance to prevent it. The fundamental idea in this process is to encourage the person to say something about any aspect of the change. Facilitation and support: Change agent can offer a range of supportive measures to reduce resistance. Empathetic and considerate listening can reduce employees fear and anxiety towards change. Counselling sessions to reduce stress, trauma, etc., can be an effective measure. The management can change the basic values of the people by training and psychological counseling. They must be taught new skills, helped to change attitudes, and indoctrinated in new relationships. Such educational process can be aided by training classes, meetings, and conferences. This helps in creating receptive environment in the organization. Negotiation and agreement: Organizations which have a fair chance to face potential resistance from the union representatives, can defuse the resistance by involving them directly in the change process. They should be properly briefed about the need and value of change. However, this can be a costly proposition when there is more than one dominant union in the organization, as all the contending parties would fight for power and recognition. Activity 1 Think Smart is a software company. They are undergoing a process of change. It is unpleasant for the management to discover that people are blaming the management. They are sometimes non-cooperative. They express that due to change, their personal situation is negatively affected. How you will term all these reactions?

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Self Assessment Questions 7. Many people, depending on their basic values and beliefs, move from anger to ___________. 8. ___________ and considerate listening can reduce employees fear and anxiety towards change. 9. This can be a costly proposition when there is more than one _____________ union in the organization, as all the contending parties would fight for power and recognition.

14.5 Characteristics of Organizational Change

Now let us discuss the various characteristics of organizational change along with the forces responsible for this change. Characteristics: It is deliberate, systematic and well thought of. Velocity of change depends on the degree or level of significance. Status quo is challenged. Reaction can be both positive and negative. Focuses on long-term change. The forces for change: Organization-environment relationship (merger, strategic alliances, etc.) where organizations attempt to redefine their relationships with changing social and political environment. Organizational life cycle (changes in culture and structure of organizations evolution from birth through growth towards maturity). Political nature of organization (changes in internal control structures, etc.) to deal with shifting political current. Self Assessment Questions 10. Organizational change focuses on ________ change. 11. In Organization-environment relationship, organizations attempt to redefine their relationships with changing _________ and ____________ environment.

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14.6 Theories of Change

This section will orient you towards various theories of change. Lets start with Force Field Analysis theory. 14.6.1 Force Field Analysis theory Lewin (1951) proposed a three step sequential model of change process: Unfreezing At this stage, the forces, which maintain the status quo in the organizational behavior, are reduced by refuting the present attitude and behavior to create a perceived need for something new. It is facilitated by environmental pressure such as increased competition, declining productivity and performance, felt need to improve the style of work, etc. Schien has suggested some measures which are quite helpful in undertaking unfreezing process. These are as follows: 1. The physical removal of the individuals being changed from their accustomed routines, sources of information, and social relationships. 2. The undermining and destruction of social support. 3. Demeaning and humiliating experiences to help individuals to see their old attitudes or behaviour as unworthy and think to be motivated to change. 4. The consistent linking of reward with willingness to change and of punishment with lack of willingness to change.

Fig. 14.1: Change Process

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Changing/Moving This stage involves a shift in behavior of organizations by modifying system, process, technology and people. This phase can be explained in terms of compliance, identification and internalization (Rao and Hari Krishna 2002). Compliance or force occurs when individuals are forced to change whether by reward or by punishment. Internalization occurs when individuals are forced to encounter a situation that calls for new behavior. Identification occurs when individuals recognize one among various models provided in the environment that is most suitable to their personality. Refreezing At this stage, actions are taken to sustain the drive for change and to facilitate the institutionalization process of the change even in a day-to-day routine of the organizations. Here, the desired outcomes are positively reinforced and extra support is provided to overcome the difficulties. There is a tendency that individuals revert back gradually to their old behaviours, which they were displaying before the change, in the absence of suitable reinforcement. Therefore, reinforcement is necessary for the internalization of new behaviour. 14.6.2 Action Research model Action research model is another model of planned change. According to this model, planned change is a cyclical process in which initial research about organizations provides the data to guide the subsequent action to bring the required changes. It emphasizes on the significance of data collection and diagnosis prior to action planning and implementation and careful evaluation of the actions. This model describes change in eight steps: 1) Problem identification: It starts with the identification of one or a combination of problems in the organization and consequent requirement of bringing change in organizational practices. 2) Consultation with the expert: It is the phase where the organization consults with the experts in the same field to generate the ideas for improvement of the situation. At this stage an open and collaborative atmosphere is intended to be set up.

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3) Data gathering and preliminary diagnosis: This stage is usually completed by the expert often with the organizational members help. The four basic modes of data gathering are interview, process observation, questionnaires and organizational performance data. 4) Feedback to key client or group: Because action research is a collaborative activity, the diagnostic data is fed back to the client usually with a group or work team meeting. The consultant provides the client with all the necessary data. 5) Joint diagnosis of the problem: At this point, the clients and the expert jointly decide whether they want to work on the identified problems. 6) Joint action planning: The consultant and the client then jointly decide on the further action. This is the beginning of the movement process (refer to Lewins model). At this stage, specific actions are taken depending on the culture, technology and the environment of the organization. 7) Action: This stage involves actual change from one organizational state to another. It may include new methods and procedures, reorganizing structures and work designs, and new behaviors. 8) Data gathering after action: Since action research is a cyclical process, data must also be gathered after the action has taken place. 14.6.3 Dimensions of planned change Though the models of change describe how to implement change, steps of planned change may be implemented in a variety of ways, depending on the clients needs and goals, the change agents skills and values, and the organizational context. Planned change can be contrasted across situations on two key dimensions: the magnitude of organizational change and the degree to which the client system is organized (Cummings and Worley 1997). Magnitude of change Planned change can range from incremental change, which involves minute alterations in the operations, to quantum change i.e. fundamental change in organizational operations including structure, culture, reward system, information processes, etc.
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Degree of organization In highly mechanistic and bureaucratic organizational dimensions, structure, job design, leadership styles, policies are too rigid and inflexible. In this type of organizations, communication is suppressed, conflicts are avoided and employees are apathetic. In contrast, flexible organizations have loose task definition, communication is fragmented and job responsibilities are ambiguous. In bureaucratic organizations, change through loosening the control on behaviour is attempted. Self Assessment Questions 12. Lewin (1951) proposed a ___________ step sequential model of change process. 13. Action research model is another model of __________ change. 14. Planned change can range from ____________ change to _________ change.

14.7 Strategies for Change Management

According to Bennis, Benne and Chin (1969), four basic strategies can be adopted to manage change: Empirical-Rational People are rational and will follow their self-interest once a change is revealed to them. Change is based on the communication of information and the proffering of incentives. Normative-Re-educative People are social beings and adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing peoples commitments to new ones. Power-Coercive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions. According to Nicklos (2004), there can be a fourth strategy in adapting to changes, i.e. environmental-adaptive.

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Environmental-Adaptive People oppose loss and disruption, but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one. Activity 2 Welcome Home is a manufacturing unit dealing in Home furniture, with the growing competition; it wishes to incorporate certain change in the system and culture. But the degree of resistance is too high. Suggest the right mix of strategy, to overcome resistance.

Self Assessment Questions 15. According to Bennis, Benne and Chin, _______ basic strategies can be adopted to manage change: 16. According to Nicklos (2004), there can be a ________ strategy in adapting to changes, i.e. environmental-adaptive.

14.8 Toolkit for Managing Change

According to Nicklos (2004), some of the factors to select an effective change strategy and some tips to manage change are described as follows. Generally, there is no single change strategy. One can adopt a general or what is called a grand strategy but for any given initiative some mix of strategies serves best. Which of the preceding strategies to use in your mix of strategies is a decision affected by a number of factors. Some of the more important ones are: Degree of resistance: Strong resistance argues for a coupling of powercoercive and environmental-adaptive strategies. Weak resistance or concurrence argues for a combination of empirical-rational and normativere-educative strategies. Target population: Large populations argue for a mix of all four strategies. The stakes: High stakes also argue for a mix of all four strategies because when the stakes are high, nothing can be left to chance.
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The time frame: Short time frames argue for a power-coercive strategy. Longer time frames argue for a mix of empirical-rational, normative-reeducative and environmental-adaptive strategy. Expertise: Having adequate expertise at making change argues for some mix of the strategies outlined above. Not having the expertise argues for reliance on the power-coercive strategy. Dependency: This is a classic double-edged sword. If the organization is dependent on its people, managements ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for some level of negotiation). Change is inevitable. Organizational change is the alteration of work environment in an organization. It implies a new equilibrium between different components of the organization. It is essential to understand the forces that are leading to change. Identify the type of possible resistance could be towards change and also understand the reactions towards change. Appropriate strategies shall be adopted to overcome the resistance towards change. Self Assessment Questions 17. ______________resistance argues for a coupling of power-coercive and environmental-adaptive strategies. 18. _________________ populations argue for a mix of all four strategies. 19. Short time frames argue for a _____________strategy.

14.9 Summary
Let us sum up what we have discussed in this unit. Organizational change may be defined as the adoption of a new idea or a behavior by an organization. It is a way of altering an existing organization to increase organizational effectiveness for achieving its objectives. Forces for change are of two types: Internal forces and external forces. Internal forces are: change in the top management, change in size of the organization, performance gaps and employee needs and values. External forces are technology, business scenario, and environmental factors.
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Resistance to change may be of two types: Individual resistance and Organizational resistance. There are certain factors that may be related to the resistance to change; these are economic, psychological and social. Change leads to insecurity among the employees because of its unknown consequences. Employees do not know for certain whether the change will bring in better prospects. This results into individual resistance. Change may bring some potential threat to the organizational power to some people. This leads to organizational resistance. The responses to change depend upon the employees perception about the change. Different individuals differ in their attitudes and hence, the perceptions towards change. Three major reactions to change are: Anger, Denial and Acceptance. Some approaches can be taken to reduce the resistance to change, such as, education & communication, employee participation & involvement, facilitation & support, and negotiation & agreement. Organizational change is deliberate, systematic and well thought of. Velocity of change depends on the degree or level of significance and the status quo in the organization is challenged with a long-term focus. Two major theories of change are (i) Force field analysis theory and (ii) Action Research Model. Lewin proposed a three steps sequence of unfreezing, moving and refreezing as the change process in Force Field Analysis Theory. According to Action Research Model, planned change is a cyclical process in which initial research about organizations provides the data to guide the subsequent action to bring the required changes in eight steps. Activity 3 Participate in the case discussion on Maverick Learning posted on EduNxT .

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14.10 Terminal Questions

1. 2. 3. 4. What are the forces for change? Explain. Explain the different types of resistance to change. Describe the force field analysis model and action research model. Based on the toolkit forwarded by Nicklos stated in this chapter, explain how one can manage change.

14.11 Answers
Answers to Self Assessment Questions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. Two Stakeholders Economic, political and demographic Two Insecurity Threat Acceptance. Empathetic Dominant Long-term Social and political Three Planned Incremental, quantum Four Fourth Strong Large Power-coercive

Answers to Terminal Questions 1. 2. 3. 4. Refer to section 14.2 Refer to section 14.3 Refer to section 14.6 Refer to section 14.8
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Suggested Reading Read the book Who Moved My Cheese? : An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson. Glossary
Words Refreezing Un freezing Meaning The process of making new behaviors relatively permanent and resistant to further change The process by which people become aware of the need for change

Additional Reference http://fds.oup.com/www.oup.co.uk/pdf/bt/fincham/Chapter15.pdf http://www.humtech.com/opm/grtl/OLS/ols6.cfm http://www.managementhelp.org/org_chng/org_chng.htm#anchor73776

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Case Discussion Maverick Learning

Maverick Learning is involved in imparting under graduate level education through distance learning. It is working for around two decades. It is an immensely popular educational group whose students range from working professionals to people residing in the remote area of the country. Maverick Learning decides to introduce Technology enabled Learning with a vision to create virtual class room experience. Another reason is to keep its pace with competitors and sustain them in the information communication revolution. It has been over a year that they are working on developing and implementing the plan. It involves big amount of investments as well as more manpower with different skill sets. It is a tough challenge but to adopt this technological change is mandatory for Maverick learning. At different levels there are mixed reactions towards the change. For old academicians, it is difficult to catch up with the change and prepare the econtent. Even at higher level there are financial constraints. Which puts the limitation for hiring more employees or outsourcing the work. In the academic council meeting, most of the academicians say that preparing e-content is duplication of work, technology enabled learning is useless because many students from remote area cannot access it. They say whatever requirements the learning consultants are putting before them cannot be implemented. Mr. Shantaram is leading the academics and he picks few people from the team to coordinate the tasks related to academics. Within a month the response improves, raising the number of logins by ten times. Mr. Shantaram again calls a meeting of all academicians and shares the interesting results. This time he also makes more teams and allocates responsibility amongst the old academicians. He promises to hire two more people to provide technical assistance. He also introduces some credit points to recognize the efforts people make towards the enriching the econtent.
1

Prepared by Nupur Rastogi, Sr Lecturer SMU DE.

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Discussion Questions: 1. What kind of reactions towards change is seen in this case? 2. What steps are taken by Mr. Shantaram to drive the change successfully? 3. What steps shall be taken to overcome resistance to change? 4. Do you find any examples in this case that illustrates taking steps to overcome resistance?

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