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Collections Comment Download 1 LESSON 1AN OVERVIEW OF ORGANISATIONAL CHANGE STRUCTURE 1.0 Objectives1.1 Introduction1.2 Concept of organisational change1.3 forces for change1.4 levels of change1.5 Types of change1.6 Steps in managed change1.7 Res istance to change1.8 Implementing change successfully1.9 Methods of introducing change1.10 Summary1.11 Keywords1.12 Self assessment questions1.13 References/sug gested readings 1.0 OBJECTIVES After reading this lesson, you should be able to Discuss the nature and process of change; Make aware about the nature and process of change; Understand different types of changes; Know the reasons and causes of resistance to change; and Understand how change can be introduced in an organisation. 2 1.1 INTRODUCTION Organisation is a social system. All parts of organisation affect all other part s.That is, there is so much of interrelationship of parts that anything happenin g at one endis transmitted to the other end. This interrelationship is not only between the elementsand parts of organisation, but also with the environment aro und it. When organisationfunctions, these relationship and interrelationships ge t established and graduallyorganization obtains a systematised and orderly behav iour. The whole system is said tobe in equilibrium. This becomes an established way of life and any disturbance to thisestablished way of life naturally exercis es pressure on some elements which areaccustomed to that way of life. This event evokes a reaction which may suggestacceptance of it, lack of interest in it or there may be counterpressure opposed to thedisturbance. In some cases, the impac t of accepting or ignoring a disturbance may not bemuch different, but otherwise , the former connotes cooperation and the latter, lack of interest.The term chang e refers to any alternation which occurs in the overall work environment of an or ganisation. It is to be emphasised that change is the law of nature.Nothing is per manent except change. Change has the following characteristics:(i) Change often results from the pressure of forces which are both outsideand inside the organis ation;(ii) The whole organisation tends to be affected by the change in any part of it;and(iii) Change takes place in all parts of the organisation, but at vary ing rates of speed and degrees of significance.An organisational is an open syst em which means that it is in a constantinteractional and interdependent relation ship with its environment. Any change in itsexternal environment, such as change s in consumer tastes and preferences, competition,economic policies of the Gover nment, etc., make it imperative for an organisation tomake changes in its intern

al system. Further, organisation is composed of a number of subsystem, which are also in a dynamic relationship of interaction and interdependence 3with one another. Any change in a subsystem creates a chain of changes through out theentire system. 1.2 CONCEPT OF ORGANISATIONAL CHANGE The term organisational change implies the creation of imbalances in theexisting p attern of situation. When an organization operates and functions for a long time ,an adjustment between its technical, human and structural set-up is established . It tends toapproximate an equilibrium in relation to its environment. In other words, organisationmembers evolve a tentative set of relations with the environ ment. They have anadjustment with their job, working conditions, friends and col leagues etc. Changerequires individuals to make new adjustments. Hence the fear of adjustment gives rise tothe problem of change and resistance to change. Indiv idual comes in to danger. On theother hand, groups resist change where their exi stence is in danger or a total change inoverall work environment is contemplated .Management of change may be defined as a conscious and concerted initiative byt hose who are in-charge of the destiny of the business undertaking or firm to kee p aconstant and intelligent watch over the behaviour of uncontrollable forces, t o assess theirimpact and influence of the controllable forces, and to evolve app ropriate strategies andaction programmes to maintain a dynamic equilibrium betwe en the controllable anduncontrollable forces. The controllable forces are those forces about which sufficientinformation is available. Such forces can be manage d easily. Uncontrollable forces arethose about which not much is known. These fo rces exert a powerful influence on thebehaviour of controllable forces and limit the scope of managerial action. 1.3 FORCES FOR CHANGE Organisations encounter many different forces for change. These forces comefrom external sources outside the organisation and from internal sources. Awareness o f these forces can help managers determine when they should consider implementin g anorganisational change. The external and internal forces for change are as fo llows: of 324 Leave a Comment Submit Characters: 400 4.3 COMPONENTS OF ORGANISATIONAL CLIMATE for obh-314 Download or Print 24,683 Reads Info and Rating Uploaded by Shailendra Tripathi Follow Search TIP Press Ctrl-F to quickly search anywhere in the document. Sections 1.0 OBJECTIVES 1.1 INTRODUCTION 1.2 CONCEPT OF ORGANISATIONAL CHANGE 1.3 FORCES FOR CHANGE 1.4 LEVELS OF CHANGE 1.5 TYPES OF CHANGE 1.6 STEPS IN MANAGED CHANGE 1.7 RESISTANCE TO CHANGE 1.8 IMPLEMENTING CHANGE SUCCESSFULLY 1.9 METHODS OF INTRODUCING CHANGE

1.10 SUMMARY 1.11 KEYWORDS 1.12 SELF ASSESSMENT QUESTIONS 1.13 REFERENCES/SUGGESTED READINGS 2.0 OBJECTIVES 2.1 INTRODUCTION 2.2 MEANING OF CHANGE AGENTS 2.3 LEVELS OF CHANGE LEADERSHIP SKILLS 2.4 CHARACTERISTICS OF SUCCESSFUL CHANGE AGENTS 2.5 COMPETENCIES OF CHANGE AGENTS 2.6 RULES OF THUMB FOR CHANGE AGENTS 2.7 TYPES OF CHANGE AGENTS 2.8 SUMMARY 2.9 KEYWORDS 2.10 SELF ASSESSMENT QUESTIONS 2.11 REFERENCES/SUGGESTED READINGS 3.0 OBJECTIVES 3.1 INTRODUCTION 3.2 CONCEPT OF ORGANISATIONAL DEVELOPMENT 3.3 GOALS OF ORGANISATION DEVELOPMENT 3.4 ASSUMPTIONS AND STEPS IN ORGANISATIONAL 3.5 OD INTERVENTIONS 3.6 SUMMARY 3.7 KEYWORDS 3.8 SELF ASSESSMENT QUESTIONS 3.9 REFERENCES/SUGGESTED READINGS 4.0 OBJECTIVES 4.1 INTRODUCTION 4.2 FEATURES OF ORGANISATIONAL CLIMATE 4.3 COMPONENTS OF ORGANISATIONAL CLIMATE 4.4 SIGNIFICANCE OF ORGANISATIONAL CLIMATE 4.5 FACTORS INFLUENCING ORGANISATIONAL CLIMATE 4.6 TECHNIQUES FOR IMPROVING ORGANISATIONAL 4.7 ORGANISATION CULTURE: MEANING AND FEATURES 4.8 IMPACT OF CULTURE ON MODERN ORGANISATIONS 4.9 SOCIALISATION: FAMILIARISATION WITH 4.10 SUMMARY 4.11 KEYWORDS 4.12 SELF ASSESSMENT QUESTIONS 4.13 SUGGESTED READINGS 5.0 OBJECTIVES 5.1 INTRODUCTION 5.2 EMPOWERMENT AND VEDIC VALUES 5.3 FACTORS FUELLING THE EMPOWERMENT 5.4 SOME EXAMPLES OF COMPANIES THAT HAVE 5.5 EMPOWERING CUSTOMER-CONTACT EMPLOYEES 5.6 NEED FOR EMPOWERMENT 5.7 PROCESS OF EMPOWERING 5.8 COSTS OF EMPOWERING 5.9 MANAGERIAL IMPERATIVES FOR SUCCESSFUL 5.10 SUMMARY 5.11 SELF ASSESSMENT QUESTIONS 5.12 REFERENCES/SUGGESTED READINGS 6.0 OBJECTIVE 6.1 INTRODUCTION 6.2 MEANING OF ORGANISATIONAL LEARNING 6.3 LEVELS OF ORGANIZATIONAL LEARNING 6.4 NECESSITY OF ORGANIZATIONAL LEARNING 6.5 THE ORGANIZATIONAL LEARNING: CURVE FOR 6.6 GENERAL APPROACHES FOR CHANGING AN

6.7 THEORY OF ORGANIZATIONAL LEARNING 6.8 GOALS OF THE ORGANIZATIONAL LEARNING SYSTEM 6.9 SEVEN STEPS FOR STARTING THE ORGANIZATIONAL 6.10 DECISION MAKING AND ORGANIZATION LEARNING 6.11 SUMMARY 6.12 KEYWORDS 6.13 SELF ASSESSMENT QUESTIONS 6.14 REFERENCES/SUGGESTED READINGS 7.0 OBJECTIVES 7.1 INTRODUCTION 7.2 MEANING AND DEFINITIONS 7.3 FACTORS AFFECTING CREATIVITY 7.4 STIMULATING CREATIVITY IN ORGANISATIONS (K 7.5 TWELVE WAYS TO KILL CREATIVITY (DESCRIBED BY K 7.6 THE CREATIVE PROCESS 7.7 THE HUMAN ASPECTS OF CREATIVITY 7.8 CREATIVITY IS NOT ENOUGH 7.9 FROM CREATIVITY TO INNOVATION 7.10 INSPIRING INNOVATION 7.11 OBSTACLES TO CORPORATE INNOVATION 7.12 OVERCOMING OBSTACLES 7.13 SUMMARY 7.14 KEYWORDS 7.15 SELF ASSESSMENT QUESTIONS 7.16 REFERENCES/SUGGESTED READINGS 8.0 OBJECTIVES 8.1 INTRODUCTION 8.2 NATURE OF CONFLICT 8.3.1 Functional and Dysfunctional Conflict 8.3.2 Levels of Conflict 8.4 THE ROLE OF CONFLICT IN TODAYS ORGANIZATIONS 8.5 TYPES OF CONFLICT SITUATION 8.6 ASPECTS OF CONFLICT 8.7.1 Strategies for Resolving Intra-personal Conflict 8.7.2 Resolving Inter-Personal Conflict 8.7.3 Resolving Inter-Group Conflict 8.7.4 Conflict Management 8.8.1 Traditional Negotiation Approaches 8.8.2 Newly Emerging Negotiation Skills 8.9 SUMMARY 8.10 KEYWORDS 8.11 SELF ASSESSMENT QUESTIONS 8.12 REFERENCES/SUGGESTED READINGS 9.0 OBJECTIVES 9.1 INTRODUCTION 9.2 UNDERSTANDING THE IMPORTANCE OF GROUPS 9.3 NATURE OF GROUPS 9.4 TYPES OF GROUPS 9.5 GROUP DEVELOPMENT AND NORMS 9.6 DECISION-MAKING UNDER GROUPS AND COHESIVENESS 9.7 COLLABORATION 9.8 SUMMARY 9.9 KEYWORDS 9.10 SELF ASSESSMENT QUESTIONS 9.11 REFERENCES/SUGGESTED READINGS 10.0 OBJECTIVES 10.1 INTRODUCTION 10.2 WHAT IS CORPORATE GOVERNANCE? 10.3 CORPORATE GOVERNANCE: A GLOBAL VIEW 10.4 CONCERNS OF CORPORATE GOVERNANCE IN THE

10.5 CORPORATE GOVERNANCE IN INDIA 10.6 WHO IS RESPONSIBLE FOR CORPORATE GOVERNANCE? 10.7 CORPORATE GOVERNANCE IN THE 21ST 10.8.1 Scope of Corporate Ethics 10.8.2 Corporate Ethics and Stockholders 10.9 CORPORATE VALUES 10.10 SUMMARY 10.11 KEYWORDS 10.12 SELF ASSESSMENT QUESTIONS 10.13 REFERENCES/SUGGESTED READINGS 11.0 OBJECTIVES 11.1 INTRODUCTION 11.2 WOMEN IN THE ORGANISATIONS 11.3 WORK AND GENDER 11.4 THE CAUSES OF GENDER DIFFERENCES 11.5 CONFLICTS IN ORGANISATION AND ITS CAUSES 11.6 MANAGING GENDER ISSUE 11.7 A CASE 11.8 SUMMARY 11.9 KEYWORDS 11.10 SELF ASSESSMENT QUESTIONS 11.11 REFERENCES/SUGGESTED READINGS 12.0 OBJECTIVES 12.1 INTRODUCTION 12.2 POWER: MEANING AND SOURCES 12.3 MAJOR FORMS OF POWER 12.4 DEGREE OF POWER 12.5 ORGANISATIONAL POLITICS 12.6 CAUSES OF ORGANISATIONAL POLITICS 12.7 SUMMARY 12.8 KEYWORDS 12.9 SELF ASSESSMENT QUESTIONS 12.10 REFERENCES/SUGGESTED READINGS 13.0 OBJECTIVE 13.1 INTRODUCTION 13.2 THE DECISION-MAKING PROCESS: A CROSS-CULTURAL 13.3 DECISION-MAKING BEHAVIOUR: AUTHORITATIVE OR 13.4 DECISION-MAKING BEHAVIOUR: TWO CONTINGENCY 13.5 CROSS-CULTURAL LEADERSHIP 13.6 SUMMARY 13.7 KEYWORDS 13.8 SELF ASSESSMENT QUESTIONS 13.9 REFERENCES/SUGGESTED READINGS More from This User Related Documents 75 p. dde-prospectus-2011-12-130611 5 p. IICA Vacancy 26apr2011 47 p. GuidelineNewPrivateCollege2010_11 Next Upload Search Follow Us!scribd.com/scribdtwitter.com/scribdfacebook.com/scribd AboutPressBlogPartnersScribd 101Web StuffSupportFAQDevelopers / APIJobsTermsCopy rightPrivacy Copyright 2012 Scribd Inc.Language:English

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