This document discusses organizational change and the forces that drive it. It defines organizational change as a process where a company optimizes its performance to reach its ideal state. Forces for change include the workforce, technology, economic shocks, competition, and world politics. The concept of "active inertia" describes an organization's tendency to continue established patterns of behavior even when the environment changes. Examples are provided of companies that were victims of active inertia. Resistance to change within organizations can come from individual habits/fears or organizational sources like limited focus on change, group inertia, or threats to power structures. Approaches to managing organizational change discussed include Lewin's three-step model of unfreezing, moving, and refreezing, as

1. BY-Nidhi
Daftary
Ravi Agrawal
Kalindi Tiwari
Raghav Saxena
Surya pratap Singh
Sheetal Ahir

2. What is Organisational Change?
 Organizational change is an important issue in
organizations.
 It is actually a process in which an
organization optimizes performance as it works
towards its ideal state.

3. FORCES FOR CHANGE
Nature of Workforce Technology
Economic Shocks Competition
World Politics

4. ACTIVE INERTIA
Success
Active Inertia
Failure

5. ACTIVE INERTIA
 Paralysis
Inability to take any action
 Active Inertia
It is an organisation’s tendency to follow established
patterns of behavior even in response to
environmental changes.
Example of Victims of Active Inertia are Fire stone
tire & rubber and Laura Ashley company.

6. FOUR HALLMARKS OF ACTIVE
INERTIA
Strategic Frameworks become Blinders
Process harden into routines
Relationships become Shackles
Values harden into dogmas

7. RESISTANCE TO CHANGE
It is not the strongest of the species that survive, nor the most intelligent,
but the one most responsive to change.” – Charles Darwin

8. SOURCES OF RESISTANCE TO CHANGE
 INDIVIDUAL SOURCES-
 Habit
 Economic Factors
 Fear of the unknown
• ORGANISATIONAL SOURCES
 Limited focus of change
 Group Inertia
 Threat to established power relationships

9. OVERCOMING RESISTANCE TO CHANGE
 Education and Communication
Participation
Building support and Commitment
Develop positive relationships
Selecting people who accept change
Coercion

10. APPROACHES TO MANAGING
ORGANISATIONAL CHANGE

11. LEWIN’S THREE-STEP MODEL
 UNFREEZE THE STATUS QUO
 MOVE TO A DESIRED END STATE
 REFREEZE TO THE NEW CHANGE TO MAKE IT PERMANENT

12. Other Approaches –
 Kotter’s Eight Step plan for implenting change
 Action Research
 Organisational Development

13. CRITICAL ANALYSIS

14. “It is not necessary to change. Survival is not mandatory.” –
W. Edwards Deming

15. CONCLUSION
 Learnings for organisational changes
1)Establish a strategy
2)Redesign organisation’s structure
3)Reshape the organisation’s culture