NEED FOR CHANGE IN ORGANISATION

What is change???
Change is the law of nature . It is necessary way of life in most organizations for their

survival and growth. Man has to mould himself continuously to meet new demand and face new situations. Then the question arise what is the organizational change ? the term Organizational Change implies the creation of imbalance in the existence pattern or situation.

Reason for the Change

Change in the organization is a must whether brought about deliberately or unwillingly. The reason for change are categorized as follows, change in business conditions, change in managerial personnel, deficiency in existing organizational patterns, technological and psychological reasons, government policies, size of the organization.

What is the Need for change

The need for change are: Changes in the senior leadership team. Technological changes and upgrades. Changes in business strategy. Replacement of outdated working practices and processes. The need to cut or trim costs and increase efficiency. Challenges resulting from growth, mergers and acquisitions. Downturns and tougher operating conditions. The need to implement new organisation behaviours and skills. The need to develop change and improve organisational culture. Government legislation/initiatives.

How to manage change in an organisation

It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change. -Charles Darwin To cope with a changing world, an entity must develop the capacity of shifting and changing of developing new skills and attitudes; in short, the capability of learning. -A De Gues, The Living Company

Every organization goes through periods of transformation that can cause stress and uncertainty. To be successful, organizations must embrace many types of change. Businesses must develop improved production technologies, create new products desired in the marketplace, implement new administrative systems, and upgrade employees' skills. Organizations that adapt successfully are both profitable and admired.
Managers must contend with all factors that affect their organizations. The following lists internal and external environmental factors that can encourage organizational changes: The external environment is affected by political, social, technological, and economic stimuli outside of the organization that cause changes. The internal environment is affected by the organization's management policies and styles, systems, and procedures, as well as employee attitudes.

Typically, the concept of organizational change is used to describe organizationwide change, as opposed to smaller changes such as adding a new person, modifying a program, and so on.

Models of change :
Although there are a lots of change models and theories have been formulated by various experts and management gurus but here we will give a glance on few models of change.

Lewins Three Step Change Model : Most theories of organizational change originated from the landmark work of social psychologist Kurt Lewin. He developed a three - stage model of planned change which explained how to initiate, manage, and stabilize the change process. The three stages are unfreezing, changing, and refreezing.
Let us now consider the three stages of change : Unfreezing: The focus of this stage is to create the motivation to change. In so doing, individuals are encouraged to replace old behaviours and attitudes with those desired by management. Managers can begin the unfreezing process by disconfirming the usefulness or appropriateness of employees' present behaviours or attitudes.

Changing: Because change involves learning, this stage entails providing employees with new information, new behavioural models, or new ways of looking at things. The purpose is to help employees learn new concepts or points of view. Role models, mentors, experts, benchmarking the company against world-class organizations, and training are useful mechanisms to facilitate change

Refreezing: Change is stabilized during refreezing by helping employees integrate the changed behaviour or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviours or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired. Additional coaching and modelling also are used at this point to reinforce the stability of the change.

Edgar Huses seven stage Model of Change In 1980, Edgar Huse proposed a seven-stage OD model based upon the original three-stage model of Lewin.

Scouting - Where representatives from the organization meet with the OD consultant to identify and discuss the need for change. The change agent and client jointly explore issues to elicit the problems in need of attention.
Entry - This stage involves the development of, and mutual agreement upon, both business and psychological contracts. Expectations of the change process are also established. Diagnosis - Here, the consultant diagnoses the underlying organizational problems based upon their previous knowledge and training. This stage involves the identification of specific improvement goals and a planned intervention strategy.

 Planning - A detailed series of intervention techniques and actions are brought together into a timetable or project plan for the change process. This step also involves the identification of areas of resistance from employees and steps possible to counteract it. Action - The intervention is carried out according to the agreed plans. Previously established action steps are implemented. Stabilization & Evaluation - The stage of 'refreezing' the system. Newly implemented codes of action, practices and systems are absorbed into everyday routines. Evaluation is conducted to determine the success of the change process and any need for further action is established. Termination - The OD consultant or change agent leaves the organization and moves on to another client or begins an entirely different project within the same organization.

The four key factors for success when implementing change within an organisation are: Pressure for change demonstrated senior management commitment is essential

A clear, shared vision you must take everyone with you. This is a shared agenda that benefits the whole organisation
Capacity for change you need to provide the resources: time and finance Action and performance plan, do, check, act and keep communication channels open

Before looking at the four factors for success, recognising the four factors for failure in managing change can help identify problems more rapidly, and can show where initial action should be concentrated: Lack of consistent leadership

De-motivated staff kept in the dark

Lack of capacity: budget cuts, no spend-to-save policy, short-term approach to investment, stressed out staff working hard just to stand still

Lack of initiative to do something different.

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