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 of difficulty or degree adopted in managing change, with higher levels associated with faster development. An analysis of banks found cooperative banks mostly at the first level, nationalized banks at the first and second levels, and new generation banks at the third level. Therefore, organizational development is influenced
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
To my HR Colleagues, I have attached a Change Guide I developed to assist in managing change programs within the organisation. Its best served for small to medium change initiatives and takes on the assumption that you have already completed your financial and activity based analysis for data validation prior to change. I have not attached the worksheet inventory but please feel free to get in contact with me and I will be more than happy to provide these to you.
This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.
We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.
We will discuss about different agile adoption patterns and change patterns. We will also focus on how different is Scrum and Kanban, on what scenario it yields the best results.
This talk will give you very pragmatic, easy to use, handy tools and checklists which can be used to analyze and improve your current state of change management.
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
To my HR Colleagues, I have attached a Change Guide I developed to assist in managing change programs within the organisation. Its best served for small to medium change initiatives and takes on the assumption that you have already completed your financial and activity based analysis for data validation prior to change. I have not attached the worksheet inventory but please feel free to get in contact with me and I will be more than happy to provide these to you.
This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.
We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.
We will discuss about different agile adoption patterns and change patterns. We will also focus on how different is Scrum and Kanban, on what scenario it yields the best results.
This talk will give you very pragmatic, easy to use, handy tools and checklists which can be used to analyze and improve your current state of change management.
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
The Leader’s Role in ManagingChange Five Cases ofTechnolo.docxoreo10
The Leader’s Role in Managing
Change: Five Cases of
Technology-Enabled Business
Transformation K A L L O L K U M A R B A S U
Transformation is critical for any organization to
succeed, and technology-enabled change has become
a widespread means of improving responsiveness to
competition and customer satisfaction. In the cur-
rent climate of economic uncertainty, the impera-
tives that are instrumental in pushing organizations
to consider transformation include innovation, busi-
ness agility to adapt to external changes efficiently
and effectively, the alignment of information tech-
nology (IT) and business strategy, and global de-
mand and support for new ideas and new opportuni-
ties. The critical success factor for such initiatives lies
in effective leadership to manage the changes associ-
ated with both people and processes. A review of the
various aspects of leadership and change manage-
ment and an analysis of five case studies in technol-
ogy transformation identify the common leadership
parameters that can lead to the effective and efficient
adoption of change. C ⃝ 2015 Wiley Periodicals, Inc.
The contemporary globalized business environ-
ment demands not just incremental improvements
but periodic transformations, particularly when
a firm relies on technology for its competitive
advantage. Consequently, enterprises increasingly
need to think about fundamental change—business
transformation—to gain or maintain competitive
advantage. Global annual information technology
(IT) expenditure has exceeded $2.5 trillion (Gart-
ner, 2014), yet less than half of large-scale IT trans-
formation initiatives ever come close to realizing
the anticipated benefits. KPMG (2003) reported that
among 230 of the largest global companies it sur-
veyed, 57 percent had to write off at least one IT
project in the past 12 months, and only 41 percent
were able to determine how much the failure had
cost their organization.
In most of these cases, failure was attributed to
leadership. The magnitude, urgency, and nature
of the transformation; the capabilities and failings
of the organization; and the personal style of the
leader all influence the nature of a CEO’s role
(Aiken & Keller, 2007). A transformational model
of leadership is gaining prominence in organizations
characterized by geographically dispersed busi-
nesses, technological diversity, and a fast-changing
environment.
Change requires creating a new system and then in-
stitutionalizing the new approaches (Kotter, 1996).
Research has demonstrated that there is a posi-
tive relationship between transformational leader-
ship and employees’ commitment to the organiza-
tional change effort (Bass & Riggio, 2005) and to
the leader (Kark & Shamir, 2002). Transformation
efforts inevitably lose steam if leaders fail to create
the desired mind-sets on the part of employees or to
ensure that the right people are spending the right
amount of time on driving necessary changes.
Although transformational change man ...
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
Organisation Development and Change ManagementManoj Kumar
This PPT is about Organisational Development and Change.This PPT also gives insight on OD process,personel and interpersonal intervention,Team Intervention and Structural invention.This PPt is designed in simple laNGUAGE IN A WAY THAT U.G AND pP.G STUDENTS CAN UNDRSTAND
Hello,
This Presentation consists of Organisation change, Change agents and Quality of Work life. Pls. make use of it and pls. do comment on the work.
Regards, V.
The Effect and Management of Change in Organizations
Student’s Name
Institutional Affiliation
Table of Contents
The Effect and Management of Change in Organizations
Background
Continued advances in technology and globalization have transformed the way businesses are conducted across the world. Rapid technological change ensures that new products and services come up faster than demands for them are created. Alongside, as nations develop and get richer, new markets emerge, creating opportunities for businesses around the world. Such changes have been the driving force for today’s business organization to be agile so as to remain relevant in their domains and thus remain in business (Okenda, Thuo, & Kithinji, 2017). External changes demand internal changes; thus, to survive in any given environment, organizations must accommodate change. Easy access of knowledge to spearhead organization changes is foundational for such crucial endeavors. However, other environmental factors, such as political and sociological factors, influence what kind of change is implemented. A review of organizational policies and operations must be considered before carrying out any change (Janssen, Wimmer, & Deljoo, 2015). Organizations must prepare well and put considerable effort to succeed in carrying out and managing change. Willing participation of all stakeholders is paramount to efficient change management.
The change process in an organization is not devoid of challenges. Change is always a difficult thing for any organization to sell to its stakeholders, in particular employees. The low success rate in change management is a discouraging factor for any organization planning change. Also, the manner in which change is implemented dictates its success or failure. In some cases, organizations tend to rush in with change initiatives without in-depth comprehension and end up losing focus along the way. In some other cases, organizations are overwhelmed by change concepts, which put them in very volatile and risky situation. Equally, change implementers overlook the implications of change and thus lack the structures in place to manage such limitations (Okenda, Thuo, & Kithinji, 2017). To achieve success in a change endeavor, it is imperative for the leadership to factor in focus, sufficient knowledge, preparedness, and well-laid-out structures within the system. Thus, an effective organizational leadership is essential in achieving success in any change initiative.
As much as some organizations are opposed to change, global business dynamics often make it inevitable. Failure to adapt to the forces of globalization and technological innovation will lead to extinction of businesses, unless they adapt to the new realities. Organizational policies in this respect are no longer relevant as businesses have to survive in their highly competitive domains, let alone prosper (Janssen, Wimmer, & Deljoo, 2015). Today’s businesses need to grapple with ch.
The Effect and Management of Change in Organizat.docxtodd701
The Effect and Management of Change in Organizations
Student’s Name
Institutional Affiliation
Table of Contents
The Effect and Management of Change in Organizations
Background
Continued advances in technology and globalization have transformed the way businesses are conducted across the world. Rapid technological change ensures that new products and services come up faster than demands for them are created. Alongside, as nations develop and get richer, new markets emerge, creating opportunities for businesses around the world. Such changes have been the driving force for today’s business organization to be agile so as to remain relevant in their domains and thus remain in business (Okenda, Thuo, & Kithinji, 2017). External changes demand internal changes; thus, to survive in any given environment, organizations must accommodate change. Easy access of knowledge to spearhead organization changes is foundational for such crucial endeavors. However, other environmental factors, such as political and sociological factors, influence what kind of change is implemented. A review of organizational policies and operations must be considered before carrying out any change (Janssen, Wimmer, & Deljoo, 2015). Organizations must prepare well and put considerable effort to succeed in carrying out and managing change. Willing participation of all stakeholders is paramount to efficient change management.
The change process in an organization is not devoid of challenges. Change is always a difficult thing for any organization to sell to its stakeholders, in particular employees. The low success rate in change management is a discouraging factor for any organization planning change. Also, the manner in which change is implemented dictates its success or failure. In some cases, organizations tend to rush in with change initiatives without in-depth comprehension and end up losing focus along the way. In some other cases, organizations are overwhelmed by change concepts, which put them in very volatile and risky situation. Equally, change implementers overlook the implications of change and thus lack the structures in place to manage such limitations (Okenda, Thuo, & Kithinji, 2017). To achieve success in a change endeavor, it is imperative for the leadership to factor in focus, sufficient knowledge, preparedness, and well-laid-out structures within the system. Thus, an effective organizational leadership is essential in achieving success in any change initiative.
As much as some organizations are opposed to change, global business dynamics often make it inevitable. Failure to adapt to the forces of globalization and technological innovation will lead to extinction of businesses, unless they adapt to the new realities. Organizational policies in this respect are no longer relevant as businesses have to survive in their highly competitive domains, let alone prosper (Janssen, Wimmer, & Deljoo, 2015). Today’s businesses need to grapple with ch.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
Investigations were carried out to see the effect of pesticide 'companion' on the proximal composition and enzyme namely amylase, GOT and GPT of whole green gram in the early stages of germination. The findings revealed that the pesticides increase the enzyme activity in the early stages of germination and thus increase the metabolic rate. The Vitamin-C content was also enhanced with the use of pesticide, but there was a decrease in the proximal composition of the gram when treated with pesticide.
Afghanistan as a landlocked country occupies crucial geo-strategic
location connecting East & west Asia. This work is also the sincere effort to highlight the
factors which can bring sustainable development and peace in Afghanistan & also those
negative factors which are encouraging extremism of Taliban, terrorism and undue interference
by some countries. Generally it has been seen that the regional powers are also vary in action.
I also highlight the role of regional and trans- regional actors which are creating obstacles
in the construction of peaceful Afghanistan. I have also try to highlights the suggestions and
recommendation for the establishment of sustainable development & peace in afghanistan
through the collective support of major powers.
Key words : Afghanistan, Taliban, Great Game, Durand line,Russia ,Caspian sea,WTC
The research paper focuses on the Indian immigrant's experiences of immigration, nostalgia, language,
tradition, and acculturation in the host land with reference to Uma Parameswaran's literary fiction, "What Was
Always Hers". As a diasporic writer, she has seen and experienced immigrant life in the host country, Canada
and in her diasporic works; she has highlighted Indian immigrants' cultural displacement in the adopted country,
Canada. In the present book, she has explored the immigrant life of Indians especially immigrated women in their
adopted country. Her characters are always live in confusion to accept the culture of the native country or host
country and express their socio-cultural ties towards their homeland.
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
of Structured Experiences for Human Relations Training’, Vol. 1,2,3,4,5 and 6, University Association Publications and
Consultants, California 1973.Wyn Reilly and Ronald Clarke, ‘Training for Public Management (Hand Book for
Management Development)’, Human Resource Development Group – Commonwealth Secretariat, London, 1990.
R E F E R E N C E