Necessitating the need of Organization Development as a facilitator
of change management - A transition of muddling though to
making millions


By

Ms. Vijit Chaturvedi
Asst. Professor
Dept. of Business Administration
Lingaya's University
Dr. D.S. Yadav
Asst. Professor
Dept. of Business Administration
RBS College
 


Truly is the saying is that every process, system and process is ever changing. The obvious purpose of every change is bringing desired improvement. Talking in relevance to an organization setting change is generally being brought in four different perspectives viz-In context to people, structure or organization, task structure and technological changes desired by organization.

The context may be a result of external pressure of internal need of organization but all the change interventions as planned strategy aim to bring respective transition in the present state to desired state  within these  dimensions .Its not only the strategy, purpose or preparedness of the individuals or groups or organization towards change  certain factors that define the underlying purpose and probable benefits in terms of expected outcomes need also  to be carved out while talking about  a effective change to a large extent.

Since the motto behind every change is development in an organizational viewpoint in terms of improved work force effectiveness, performance improvement, productivity improvement, bringing innovativeness in developing leadership style and people participation in organization decision making, or bringing desired change in the hierarchical structure, relationship, authority or power distribution , administrative policies or procedures or eliminating the obsolete technology ,irrespective of the level and efforts required in terms of holistic inputs let it be people, capital, time, infrastructure, space or physical facility change needs to be time bound , pervasive, consistent and evaluative to  be directed towards effectiveness.

Role of Organization Development in change management in organization

Organization development can be defined as a planned strategy to bring desired change, organization wise through planned interventions in order to enhance organization effectiveness and knowledge using behavioral science models The very objective of organization development remains bringing congruence between organization structure task, structure, strategy, people and culture. It can also be considered as processes for improving process.

Before embarking on the need of implementing any change intervention in an organization it is first important to understand the

a) Need of change
b) Area of change
c) Relevance of change
d) Strategy and availability of resources to bring change
e) Preparedness of employees for change
d)  Expected outcome of change
e) Returns and impact of change on organization as a whole

Until and unless the purpose and objectives of OD and its planned interventions are been worked out correlated with the objectives and purpose of the organization it will become difficult for the organization to ripe the benefits of OD interventions at large.

Thus the process of managing change needs to be worked out at every level wherever the desired change is expected. for example in  Motivating the Change process  the need is to focus on factors and reasons to make people understand the significance of the planned change, its possible impact on effectiveness and also exploring reasons or causes due to which the resistance to change may occur.

In the next step of creating a Vision the focus is on s setting mission, purpose, goals probable outcomes and conditions guiding the plan for change process. This should be set based on a long term approach whereby appropriate participation from those necessary should also be considered.

In the third phase of Developing Political support what becomes important is identifying the role and relevance of the change agent, their capabilities, expectations and understanding the important stakeholders in the process of change also needs to be identified, ways to influence the stakeholders  and their role in bringing change also needs to be established.

In the next step which is Managing the transition focus is on identifying the strategies or activities by way of which change is planned to be brought, resources required and expected limitations, members (along with briefing them objectives and possible outcomes of the process), planning the commitment needed on the part of employees and changes which may come in structure of organization due to manage this change also needs to be worked on.

The last step focuses on Sustaining Momentum which actually shapes and to a large extent also decides the success of the planned change. it includes identifying the resources in form of people , task, technology or training or in form of expertise or any coaching or counseling needed so that people become ready to accept and perform change as desired. This step should also focus ion identifying the role of change agent in this process and providing the required support mechanism to implement those changes in the organization After this the focus is on developing new competencies or behavior to prepare people to implement those changes in the organization whether team intervention, structural, techno structural, Third party involvement or any behavioral change at large.

The final task is to reinforce these changes  in the behavior of employees or anyone who is  a part of this change process through OD intervention so that desired changes can be brought upon whether at departmental, unit or even at organizational level at large. The role of feedback and timely assessment on progression of the implemented intervention and its success in bringing the expected change also needs to consistently monitor.

Thus, it can be concluded that irrespective of the intervention implemented in any organization for bringing focused change in any dimension of organization the planning about need of change, preparedness of people and ways to lessen he impact of resistance of people for implementing change needs to be worked upon.

It can be practiced by analyzing the General and Specific reasons of resistance at individual, task, structure, relationship (with superior, peers or subordinate) or organization culture and administrative reasons. Once reasons are defined it should be accompanied by coaching , counseling or mentoring  either in teams or in groups to facilitate quick understanding, better learning and convincing of individuals or teams to develop rapport, reduce differences if any and clarify the purpose  and benefits of the planned interventions.

If the change brings any variation in skills, attitude or behavior from employees required training and support should be provided to enhance readiness towards change in the process, this will make people feel confident to perform new task, add to better learning and a sense of belongingness at large. Thus the success lies not only in defining the intervention and simply bringing the change, the effectiveness lies in how readily the employees accept changes can sensitize the relevance of change and contribute individually towards development at large.
 


Ms. Vijit Chaturvedi
Asst. Professor
Dept. of Business Administration
Lingaya's University
Dr. D.S. Yadav
Asst. Professor
Dept. of Business Administration
RBS College
 

Source: E-mail October 6, 2011

          

Articles No. 1-99 / Articles No. 100-199 / Articles No. 200-299 / Articles No. 300-399 / Articles No. 400-499/ Articles No. 500-599
Articles No. 600-699 / Articles No. 700-799 / Articles No. 800-899 / Articles No. 900-1000 / Articles No. 1001-1100
Articles No. 1101-1200 / Articles No. 1201-1300 / Articles No. 1301 Onward / Faculty Column Main Page