Elements Of Organizational Change

ORGANIZATIONAL CHANGE

There is a need for organizational change because the current and future trends in which the organizations survive demands change. The traditional way of doing business has lost its drift and now innovation and creativity has conquered the grip of business. Kotter in 1995 defines change management as the utilization of basic structures and tools to control any organizational change effort. I define organizational change as the systematic effort taken by the organization to challenge the status quo through its employees by providing them adequate and appropriate aids. Thereby it transforms the employees as catalysts of change.

Palmer et. al (2006) states that there are two approaches to organizational change: the “hard”

Once the change has occurred, the organization reverts to a new state of equilibrium which reflects the desired change. As a conclusion, Lewin’s model predicts that an intervention which strengthens the driving forces or weakens the restraining forces will result in the desired change. The following are the basic elements of a formula based organizational change strategy: a) Determining the need to change b) Development of a vision c) Consensus building d) Identification of barriers to implementation e) Walk the talk f) Creating an overall change strategy and g) Implementation and

Dunham et al. (1989) suggested that there are three types of attitudes toward change: affective, cognitive and behavioral. The affective component consists of the feelings a person has toward an object, which involves evaluation and emotion, and is often expressed as like or dislike for the object. The cognitive component of an attitude consists of the information a person possess about a person or thing which is based on what a person believes is true. The behavioral tendency concerns the way a person intends to behave toward an attitude object. Thus, change management involves providing the structure, processes and tools for encouraging and supporting employees through the transition to the future state and culture change acts as a catalyst in organizational change. Another factor that plays an important role in managing organizational change is the leadership (Denning , 2011). Also he stated that, the most fruitful success strategy is to begin with leadership tools, comprising a vision or story of the future. Secondly, cement the change in place with management tools, such as role definitions, measurement and control systems, and finally use the pure power tools of coercion and punishments, when all other