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    Management of Change

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    Aditya Kulkarni
    The document discusses factors that cause organizations to resist change, including individual habits and fears, as well as organizational inertia and threats to power structures. It also outlines approaches to managing change, such as Lewin's three step model of unfreezing, moving, and refreezing existing structures, as well as action research and organization development methods. Reasons for resistance include security, economic impacts, and threats to expertise or established relationships from the change. Communication, participation, support, and negotiation can help overcome resistance to needed changes.

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    Management of Change

    Uploaded by

    Aditya Kulkarni
    262 views3 pages
    The document discusses factors that cause organizations to resist change, including individual habits and fears, as well as organizational inertia and threats to power structures. It also outlines approaches to managing change, such as Lewin's three step model of unfreezing, moving, and refreezing existing structures, as well as action research and organization development methods. Reasons for resistance include security, economic impacts, and threats to expertise or established relationships from the change. Communication, participation, support, and negotiation can help overcome resistance to needed changes.

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    The document discusses factors that cause organizations to resist change, including individual habits and fears, as well as organizational inertia and threats to power structures. It also outlines approaches to managing change, such as Lewin's three step model of unfreezing, moving, and refreezing existing structures, as well as action research and organization development methods. Reasons for resistance include security, economic impacts, and threats to expertise or established relationships from the change. Communication, participation, support, and negotiation can help overcome resistance to needed changes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    262 views3 pages

    Management of Change

    Uploaded by

    Aditya Kulkarni
    The document discusses factors that cause organizations to resist change, including individual habits and fears, as well as organizational inertia and threats to power structures. It also outlines approaches to managing change, such as Lewin's three step model of unfreezing, moving, and refreezing existing structures, as well as action research and organization development methods. Reasons for resistance include security, economic impacts, and threats to expertise or established relationships from the change. Communication, participation, support, and negotiation can help overcome resistance to needed changes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    FACTORS RESPONSIBLE FOR

    CHANGE

    Nature of the workforce

    • More cultural diversity


    • Increase in professional
    Technology
    • Flatter organization structure
    • TQM programs
    • Reengineering programs
    Economic shocks
    • Change in oil price
    • Competition
    • Global competition
    • Mergers & consolidations
    • Growth of e-commerce
    Social tends
    • Attitude towards smoking
    • Delayed marriages
    • Stand against pollution
    World politics
    • Unification of germany
    • Breakup of soviet union
    • Opening of markets in china

    REASONS FOR RESISTANCE TO CHANGE

    Organization & their members resist change. Resistance provides stability


    & predictability to behavior. Resistance can be overt, implicit, immediate
    or deferred.
    Sources of resistance can be classified as:
    • Individual
     Following are the reasons:
     Habit
     Security
     Economic factors
     Fear of unknown
     Selective information processing
    • Organizational
    • Structural inertia
    • Organizations have built-n mechanism to produce stability
    • For example, the selection process systematically selects certain
    people in & certain people out
    • Limited focus on change
    • Organizations are made up of a number of interdependent
    subsystems. You can’t change one without affecting the others
    • Group inertia
    • Even if individuals want to change their behavior, groups norms may
    act as a constraint
    • Threat to expertise
    • Experts loose their importance
    • Threat to established power relationship
    • Fear of loosing power
    • Threat to established resource allocation
    • Fear of loosing power & importance

    Overcoming resistance:

    • Education & communication

    • Participation

    • Facilitation & support

    • Negotiation

    • Manipulation & co-optation

    • Coercion

    Approaches to managing organizational change

    • Kurt lewin’s three step model

    ○ Unfreezing

    ○ Moving

    ○ Refreezing

    • Action research

    ○ A change process based on systematic collection of data &


    then selection of change action based on what the analyzed
    data indicate
    • Organization development

    ○ A collection of planned change interventions, built on


    humanistic-democratic values that seeks to improve
    organizational effectiveness & employee’s well being

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