The document discusses organizational change as a complex process influenced by both internal and external forces, affecting various aspects such as processes, structure, and job roles. It outlines causes of change, including business conditions, technological advancements, and psychological factors, as well as the challenges of employee resistance. Additionally, it highlights the importance of organizational change management (OCM) frameworks in effectively implementing change while minimizing resistance and optimizing outcomes.

1. CHANGE MANAGEMENT
Change is the law of nature or change is a natural rule. Change is the process by which future invades our
life. Change has always been there in the society right from the good old days, but the rate of change has
been faster than it was before. Change has become a significant feature of modern environment. Everything
around us changes, even human being changes throughout his life and has continuously mould himself.
Organisational change is a complex phenomenon and several people contribute to it.
Organisational change goes through several phases. Several internal and external roles contribute to
difficult phases of change. Organisational change means significant change in any one or more of the tasks,
the techniques, the structure and the people of the organisation. Organisational change is one which
ultimately affects the pattern of work and or relationships within an organisation.
When you introduce a change to the organization, you are ultimately going to be impacting
one or more of the following four parts of how the organization operates:
• Processes
• Systems
• Organization structure
• Job roles

2. Organizational change management (OCM) is a framework for managing the effect of new
business processes, changes in organizational structure or cultural changes within an enterprise. Simply put,
OCM addresses the people side of change management.
Organizational change management (OCM) is a framework for managing the effect of new
business processes, changes in organizational structure or cultural changes within an enterprise.
Change management is a necessary component for any organizational performance
improvement process to succeed, including programs like: Six Sigma, Business Process Reengineering, Total
Quality Management, Organizational Development, Restructuring and continuous process improvement.
Organizational change occurs when a company makes a transition from its current state to
some desired future state. Managing organizational change is the process of planning and implementing
change in organizations in such a way as to minimize employee resistance and cost to the organization while
simultaneously maximizing the effectiveness of the change effort.

6. Causes of Change :
Organisational changes which are related to the human aspect get affected because of the
following causes :
a) Change in business conditions : Timely change brings changes in business situations, such as changes in
production methods and systems, changes in the kind of goods produced, changes in the marketing system,
tax policies etc. All these changes take place in the organisational setup to coordinate it.
b) Change in machines and tools : Technical and machinery changes bring change in the organisation. Eg –
Planning of automatic machines. This change requires the appointment of workers of different skills, grades
etc.
c) Deficiencies in existing organisation : Any organisational setup cannot continue for all times. With the
change in time, complex situation arise, such as extensions of the work of enterprise, updating of knowledge
of the managers etc.
d) Psychological reasons : To endure the changes by workers, organisation needs some change, so that the
workers can face the new situations. Eg – Introduction of various training programmes for the workers.

7. Resistance To Change :
Change is a continuous and natural process. Change is essential for the survival and growth of a
business enterprise. The employees resist change. Change is a persistent phenomenon but people resist change
in the context of their pattern of life or in the context of their situations in the organisation.
Forces of Change :
Organisations today operate in a dynamic and changing environment. Both external and
internal forces in the environment act as stimulants for change.
1) External Forces
2) Internal Forces
1) External Forces of Change : External forces are dynamic. They require more changes. They are located
outside the organisation. They are as follows

8. a) Economic Forces of Change : They are reflected by :
• Economic health of country.
• Inflation and exchange rate changes.
• Income distribution.
• Resource availability.
• Regional economic groupings.
• Economic shocks such as changes in world oil prices, Asian economic crisis etc.
b) Market Forces of Change : They are reflected by :
• Increasing competition resulting from globalisation.
• Growth of E-commerce. Electronic commerce is growing fast.
• Workforce diversity in terms of culture, gender, age, skills and professionalism etc

9. c) Technological Forces of Change : They are reflected by :
• Changes in the level of technology and the rate of technological change, change in technological process and
methods.
• Sophisticated information technology, robotics, faster and cheaper computers.
• Innovation and experimentation.
d) Socio-Cultural Forces of Change : They are reflected by :
• Social trends, such as delayed marriages,antismoking attitudes , etc.
• Cross-cultural influences and their impact on value systems, etc
e) Political Forces of Change : They are reflected by :
• Changing world politics, such as collapse of Soviet union, re-unification of Germany , etc.
• Increasing activities of pressure groups.
• Changing role of government.

10. 2) Internal Forces of Change :
They are located inside the organisation. They are reflected by :
a) Goal Changes :
The goals of employee change. Organisational goals also experience succession and displacement.
b) Structure Changes :
They affect role, status, relationships.
c) Job technology changes :
Manually performed jobs get automated and computerized. Jobs become obsolete. Work
coordination changes are introduced.
d) Organisational climate changes :
It is change in quality of working environment reflected by changes in :

11. • Openness in communication.
• Collaboration with each other.
• Team Spirit.
• Autonomy in decision making.
• Proactivity in labour relations.
Process of planned Change / Overcoming Resistance to Change :
The process of planned change or resistance can be overcome by overcoming following
components :
a) Communication :
Effective communication clears misunderstandings and provides logic for change.
Resistance to change may subside when the need for change is properly understood.
b) Participation :
Employee involvement in planning and implementation of change removes resistance to
change.

12. c) Facilitation and Support :
Supportive efforts and facilitation through counseling, therapy, new skills training
reduce resistance to change.
d) Negotiation :
Negotiations with powerful resisters of change through reward package can reduce resistance to
change.
e) Coercion :
Force is applied to overcome resistance to change. Job loss, transfer, demotion are used.

13. Management in a Changing environment
As we know that, management is the art of getting things done through and by the people, every
organisation structures, technology and other forces changes from time to time. Managers are persons who
are required to reach their goals through other people at the place where they work that is the organisation.
In present day’s highly competitive and demanding work place they are required to display their good
interpersonal skills by making decisions, allocate resources and lead and direct others’ activities to achieve
and attain their goals.
Managers also face numerous environment challenges. The environmental issues most
relevant to the domain of organizational behaviour are competitive strategy, globalization, , quality and
productivity, and manufacturing and service technology.
• Competitive Strategy
• Globalization
• Quality and Productivity
• Manufacturing and Service Technology