Organisational Change Management

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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 of leadership, power, credibility, expertise and cultural acceptability. It is not necessary that everyone in the core team must agree on all aspects, however, they must be willing to win as a team as against their interest to win as an individual. Qualities that must be looked for are less important than qualities to avoid when putting together a core team to manage change. One of the key reasons for failures would be the lack of ability to manage change by individuals in an organization. Are people willing to take risks and overcome their fear of failures? Rahul Gandhi was a catalyst to change the image and outreach of the oldest party and win the elections and provide a stable government. What did he do differently? He connected with the youth and their aspirations. Planning short term wins to establish change pays: A key factor that assists short-term wins is the ability to cascade change in a manner that positive opportunities are first experienced and the success then provides the confidence to pull through the change. “Pay forwards” attitude: In the long run change management can be effective only when the change is for the better. Any change that defies the culture of the organization would take a longer period to manage. Ability to take risks and assess expectations versus outcomes: For any change to occur, some risks may need to be dealt with. During these times, one finds the general attitude a bit more cautious than perhaps what the situation may warrant. There are then some others who become bolder. Risk taking must be backed by constant evaluation of expected versus actual outcome to enable managements and individuals to correct the course, if the need arises. Take the example of ATMs in banking. Had not one bank taken the bold step of looking at customer service in a different manner, our world may have been different today.

Leaders are catalysts in change management and they can make or break a vision. They need to be trustworthy for the pack and yet...
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