This document discusses the relationship between organizational development and the management of change. It defines organizational development as the combination of an organization's survival, stability, and growth. The management of change is understood as an organization's ability to effectively manage changes. The document presents three levels or degrees of difficulty in managing change - managing changes, managing changes and converting them into opportunities, and introducing changes and converting them into opportunities. It is argued that organizational development depends on the level or degree of difficulty of change management adopted by an organization, with higher levels associated with faster development. An analysis of banks found varying levels of change management being used, influencing their differential development rates. The document concludes that organizational survival, stability, and growth largely depend on the level

1. International Reseach Journal,November,2010 ISSN-0975-3486 RNI: RAJBIL 2009/300097 VOL-I *ISSUE 14
73RESEARCH ANALYSIS AND EVALUATION
Introduction
Organisational Development and Management of
Change are the two concepts and different
TerminologieslargelyutilizedbothintheTheoryand
in Practice of Business Management. The available
volumous research dispatches and literatures have
singularly focus the importance of Organisational
Development and the Management of Change.
Anyhow the background of literature that exists do
not adequately focus on the direct relationship
betweenthelevelofManagementofChangeadopted
to the resultant Organisational Development. This
specific reasoned idea make an insight to establish
whethertheOrganisationalDevelopmenthasbyany
reasondependonthedegreeofdifficultyorthelevel
of Management of Change adopted.
TheConcept
The Organisational Development has been defined
and explained by many Scholars and established
authors. The Management of Change has been
appreciated as one of the important components for
the development of Organisations.The summarized
view and stand can be taken that the Organisational
Development is the combination of continuous
maintenance of Survival (S1), Stability (S2) and
Growth (G) of the Organisation. Hence, the
OrganisationalDevelopment=S1+S2+G.
The Management of change is largely understood as
the Capabilities converted effectiveness to manage
the Changes. Management of Change is
undisputedlythefactorfortheefficientandeffective
survivalandgrowthoftheOrganisation.TheConcept
of Management of Change has its own hierarchy
Research Paper—Commerce
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DIFFERENTIALRATEOFORGANISATIONAL
DEVELOPMENTONTHEDEPENDENT
FACTOROFDEGREEOFDIFFICULTY
ADOPTEDINMANAGEMENTOFCHANGE.
November, 2010 * Dr. Ramprakash n. Nair
*Asst. Prof.H.O.D. Commerce,R.K.Talreja College – Ulhasnagar-3, M.S &
Management Consultant – M/s. Psycho- Business Dynamics-Mumbai.
The organizational development cannot ignore the Management of Change. The pace in which the
organizationaldevelopmenttakeplacedependonmanyfactors.But,organizationaldevelopmentlargely
depend on the degree of intensity of management of change adopted by the organization. The author
strongly believes there exist different levels/ degree of difficulties in the hierarchy of the management
of change directly resulting in differential rate of organizational development.
A B S T R A C T
having different degrees of difficulties.
FirstDegreeofDifficultyisManagingtheChanges.
This is the basic practical approach in implementing
Management of Change. As the Change is the only
permanent factor, whether anybody likes it or not
Changes do take place. It basically shake the well
developed planning, it challenges the dreams that
hassettoberealized.Itasksforchangestobeadopted
for the basic survival of the Business Organisation.
IntheFirstdegreeofDifficultytheorganizersproceed
to ‘manage the changes’ to observe the shocks
inherently brought by the Changes. By adopting the
ManagementofChangeinthelevelofFirstdegreeof
Difficulty it could be possible to assure survival and
status to the Business Organisation. With reference
to Organisational Development the S1 is taken care
of to a larger extent and S2 to a moderate extent.The
SecondDegreeofdifficultyofManagementofChange
is little more complicated than the First Degree of
difficulty. In this Second Degree of difficulty of
Management of Change the action plan taken focus
on ‘Managing the Changes and converting the
changesintoBusinessOpportunities’.Inthislevel
the Organisers not only manage the changes but also
traintheirmindstoconvertthechangesintoBusiness
opportunities. They attempt to dig out fortune to
Businessbystrategicallywelcomingthechangesfor
Organisational Development. By adopting second
degree of difficulty in managing the Changes the
Organisation position itself to achieve S1 and S2 of
theOrganisationalDevelopmentandfurtherprepare
to achieve Growth (G) to the organization.
The Third Degree of difficulty of Management of

2. International Reseach Journal,November,2010 ISSN-0975-3486 RNI: RAJBIL 2009/300097 VOL-I *ISSUE 14
74 RESEARCH ANALYSIS AND EVALUATION
Changeistobelieveandpractice ‘Introducethe
Change and convert the change into Business
opportunities’.Thethirddegreeofdifficultyrequires
the mind set to believe TOMORROW STARTS
TODAY. This also requires a strong support from
Research and Development along with attitude of
ConfidencetochangebybeingtheleaderofChange.
Thelevelofriskinvolvedinthisandlackofconfidence
makemanytobeinthelevelofFirstDegreeofdifficulty
andatthemosttobeintheSecondDegreeofdifficulty
intheManagementofChange.OnlyfewOrganisations
adopt the Third degree of Management of Change
which in the past amply indicated through various
casestudiesofsuccessfulOrganisations.Byadopting
theThirdDegreeofDifficultyi.e.,theThirdLevelof
Management of Change, the Organisational
Developmentachievestheacceleratedmomentumof
Organisational Development as it focus on the
realization of the consolidated S1 and S2 with
accelerated growth ( G).
ConceptualClarity
The following indicate the hierarchal levels of
Management of Change with degree of difficulty
with reference to Management of Change.
organizational development of different banking
institutions.Threescheduleco-operativebanks,three
non-scheduleco-operativeBanks,threenationalized
Banks,threethirdgenerationcommercialbankshave
beenstudied.TheprofitabilitymadebytheBank,the
level of Gross non-performing assets and the Net
non-performingassetsalongwiththegrowingnumber
of Branches were considered as the development
indicators of the Banks. The review of the Directors
report and the financial statements of the Banks for
the period of financial year 2001 to 2009 were
considered for the study.
The findings emerged that the majority of the non
schedule Urban Co-operative Banks could not
significantly operate even in the first level of
ManagementofChange,indicatingdifficultytobein
the bracket of First Degree of Difficulty of
ManagementofChange.ThesurvivalofsuchBanks
is very much in question unless they adopt the
minimum requirement of managing the changes.
Some of the urban co-operative banks including the
Schedule urban co-operative banks anyhow could
adopt and practice the first level- the First degree of
difficulty of Management of Change leading to
positioning of the Organisation to comfortable
survival and acceptable level of stability of the
Organisation.The Nationalized Banks are found to
becomfortablyadoptingtheFirstDegreeofDifficulty
of Management of Change and they are adequately
mastered the Second Degree of difficulty of
Management of Change. This positioning could
provideconsolidatedsurvivalandadequatestability
totheOrganisations.TheThirdgenerationbanksare
foundtobemoreinnovative,dynamicandoperatein
the position of Third Degree of Difficulty in the
ManagementofChange.Thiscoulddirectlyinfluence
its Organisational Development with accelerated
growth. While on review the findings reveal that the
Organisational development should be on the sound
strategical approach as the management of Change
should provide all the factors like survival, stability
and growth in a continuous manner in the pursuit of
OrganisationalDevelopment.
Conclusion
TheOrganisationalDevelopmenti.e.,organizational
Survival,StabilityandGrowthlargelydependonthe
Management of Change adopted by the
Organisations in general and more specifically the
levelofdegreeofdifficultyofManagementofChange
managedandadoptedbytheOrganisations.Itisalso
tobenotedthatthedifferentialrateoforganizational
developmentisinfluencedbythedifferentdegreeof
difficulty of Management of Change put to practice.
*Managing the Changes
**Managing the Changes and convert the changes
into business opportunities
***Introducing the change and converting it to
achieve business opportunitiesIt is evident that the
threemajordifferentlevelsofManagementofChange
werefoundtobeadoptedbydifferentorganizations.
Following indicate the different degree of difficulty
of Management of change or the different levels of
ManagementofChangeadopteddirectlyinfluencing
the Organisational development differently.
ManagementofChange
Organizational DevelopmentSee table No 1
ReviewandAnalysis
Inordertoascertaintheauthenticityoftheconceptual
delivery given here in, a study was conducted on the

3. International Reseach Journal,November,2010 ISSN-0975-3486 RNI: RAJBIL 2009/300097 VOL-I *ISSUE 14
75RESEARCH ANALYSIS AND EVALUATION
Saiyadain Mirya, ‘Human Resource Management’, Tata MacGrill Hill, New Delhi, 1995.William Pfeeffer, ‘A Handbook
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