Organisational Change Management
ORGANIZATIONAL CHANGE MANAGEMENT — THE NEW IMPERATIVE
Dr. Abhishek Raizada (Assistant Professor, School of Business)
Mobile No: 9811653559
Email raizadaabhishek78@gmail.com
Name of the college: Galgotias University, Greater Noida
S.K.Verma (Assistant Professor Dep. Of management studies)
Mobile No: 9818326032
Email Id:subhashverma29@rediffmail.com
Name of the college: Galgotia College of Engineering & Technology
Greater Noida.
ORGANIZATIONAL CHANGE MANAGEMENT — THE NEW IMPERATIVE
ABSTRACT
Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies).
"It 's easiest to ride a horse in the direction it is going." In other words, don 't struggle against change; learn to use it to your advantage.
When one sets out to effect change, it is important to put together a core team. These people must have mixed skills
Dr. Abhishek Raizada (Assistant Professor, School of Business)
Mobile No: 9811653559
Email raizadaabhishek78@gmail.com
Name of the college: Galgotias University, Greater Noida
S.K.Verma (Assistant Professor Dep. Of management studies)
Mobile No: 9818326032
Email Id:subhashverma29@rediffmail.com
Name of the college: Galgotia College of Engineering & Technology
Greater Noida.
ORGANIZATIONAL CHANGE MANAGEMENT — THE NEW IMPERATIVE
ABSTRACT
Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies).
"It 's easiest to ride a horse in the direction it is going." In other words, don 't struggle against change; learn to use it to your advantage.
When one sets out to effect change, it is important to put together a core team. These people must have mixed skills
References: 1. Wenger, E.C., and Snyder, W.M., (2000) “Communities of Practice: The Organizational 2. Frontier”, Harvard Business Review, pp. 139-145 3. Womack, J.P, and Jones, D.T., (1996) Lean Thinking, London, Simon and Schuster Publishing 4. Woodcock, M. and Francis, D., Teambuilding Strategy, Gower 5. Zalenik, A., “Managers and Leaders: Are they Different,” Harvard Business Review 6. (May/June 1997)