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S.noTitle of the ArticleAuthorPage NosEditorial Comments
4
The Concept and Process of Organizational Change1Organizational ChangeIndira J Parikh52Organizational Change Management: Why? What ? How?Simon Wallace103Leading Wholesome Change in Integral WayAshish Pandey184Change Management: Some Practical ConsiderationsBhawana Mishra245Fundamental Change in Education QualityDileep Ranjeker286How HR Can Ignite ‘Hot Spots’Yogi Sriram33Change Leaders and Change Agents7Bringing Change to the Change Agents:Mustafa MoochhalaA Look at Indian NGOsand Tejinder Singh Bhogal378Defining Change AgentsSandeep K Krishnan439In Praise of India’s Most Seasoned Change ManagersGanesh Chella4810The Enduring Skills of Change LeadersRosabeth Moss Kanter5311Core Tasks for Successful Change ManagementS.Ramnarayan60Critical Factors in Organizational Change12Driving Organizational ChangeLeena Nair & Ankush Punj6513Measuring Organizational Culture and ChangeRajeev Kumar7014Management of Change: Critical FactorsTarun Sheth7415Organizational Change: The Formidable XIRajeev Dubey7816Communication Effectiveness, Justice Perceptions andEmployee Commitment during Organizational ChangeRanjeet Nambudiri8117Managing People in Mergers and AcquisitionsD Prasanth Nair8618HR: An Evolving FunctionD Harish9219One Reason for Failure of Change InterventionsPVR Murthy95- Abilene Paradox20IPO: A Powerful Intervention in Organizational ChangeRavi Virmani97Case Studies of Organizational Change21From a Sapling to a ForestUdai Pareek and TV Rao10022Challenge of Managing OrganizationalPreparedness - ICICIK Ram Kumar10723Bringing about Organizational Change - Philips IndiaVineet Kaul11224Organizational Change - Maruti SuzukiS Y Siddique11725It Will Be Done, I Have to Do It: A Story of PCBLAshok Goyal122Book ReviewsManagement of Organisational Change: LeveragingTransformation By K.HarigopalB.V.L.Narayana128Competing Through Knowledge: Building a LearningOrganization Madhukar ShuklaRamendra Singh
CONTENTSCONTENTS
 
November 2007
 
NHRD Journal
 
4
 
It is an exciting experience to witness the changes that are happening aroundus. Our country is experiencing new challenges and with it comes enormouschanges that are linked to growth. We have the opportunity to witness thebeauty of fast organizational changes. Various themes are related to thesechanges which include growth, turnaround, mergers and acquisitions,global market exposures, labour market turbulence, and institution building.It was an enriching experience for us to anchor this issue of NHRD journalthat addresses the theme of organizational change. It is the biggestmanagement challenge to enact and establish a change process. This issuebrings out insights that are well thought out by professionals who are expertsin the field of human resource management and organizationaldevelopment. We thank this fraternity who obliged to our request for writingon their experience and knowledge despite their busy schedule.We structured the articles in four major sections. The first section looks atthe concepts and processes of organizational change. Here the authorsdrive upon the factors and processes from both theoretical and practicalangles. A carefully planned change would involve efforts from changeagents drawing up understanding the context of change, gathering supportfrom various corners, linking up to the need of the time, using the best of methods and techniques, and ensuring buy-in and commitment in the end.Second section explores the role, and characteristics of change agents. Inthe third section we draw upon the factors that contribute to successfulchange and its management. In the last section, we have interesting casestudies that give real life experience sharing of organizational change. Asyou traverse through this edition we hope you will be able to experience aholistic view of organizational change drawing from conceptualunderstanding of factors and processes to real life sharing of experience.Change can be defined and understood from a very technical point of viewbut bringing out one is a story of courage, emotions, understanding, andsheer perseverance. As Abraham Lincoln puts it, "I shall do less whenever Ishall believe what I am doing hurts the cause and I shall do more wheneverI shall believe doing more will help the cause. I shall try to correct errors whenshown to be errors and I shall adopt new views so fast as they shall appear tobe true views." We should be open to the change and should have the abilityto adopt and adapt to it. Those organizations and individuals who couldmake a successful change make a mark in their life and of many others.
Arvind Agrawal (Guest Editor)PVR MurthyAquil BusraiPallabBandyopadyaya
EDITORIAL COMMENTS
Arvind Agrawal(Guest Editor)An IIT Kharagpurand IIM (A)alumnus. HeldSenior Positionswith Escorts, Xeroxand is currentlyPresident –CorporateDevelopment andGroup HR in RPGGroup.
 
November 2007
 
NHRD Journal
 
5
The External Environment
The external environment of theorganization with its globalizationand increasingly border less butcomplex and competitive world arecreating unsettling conditions forthe Indian organizations. Theimpact of the external businessenvironment confronts theorganization to go beyond the manyassumptions they have made of business and governing thebusiness. As such, organizationsconfront many opportunities aswell as challenges to manage boththe internal as well as externalenvironment of the organizations.
The Internal Environment
The internal environment of theorganization gets impacted by theexternal environment and createsturbulence within the organization.Years of work culture seeped in theethos of slow and steadyincremental growth overnight isexperienced as obsolete andancient, relationships becomeprofessional interfaces across roles,functions and levels and take awaythe sense of belonging and shared
Abstract
This paper is based on the author's experience of working as a consultant in diverseorganizations. This paper reflects the comprehensive diagnostic studies of numerousorganizations. The global business scenario, the country's business and economic environmentand the organizational internal environment of today is highly nebulous. Significant changes intechnology, economic models of growth, emergence of new sectors of business and a newcollectivity of young entrants to the working stream have dramatically changed the national andglobal scenario. Given these changes, the directions and choices of the organization, its uniqueconfiguration and unfolding may contribute to a healthy transformation of the organization orcontribute to the scatter, disarray and disintegration of the organization.
ORGANIZATIONAL CHANGE
INDIRA J PARIKH
Prof. Indira J Parikh isPresident of Foundation for LiberalAnd ManagementEducation, Pune,India. Prof. J Parikhwas faculty memberat IIMA for over 30years and Dean from2002 to 2005. She hasalso taught atINSEAD,Fontainebleau (France)and Texas A&MUniversity. Shereceived the LifetimeAchievement Awardfor Best Teacher inManagement in theWorld HRD Congress.
togetherness. Memories of whatonce haunt the employees andpuzzlement of what now is, createsdrift in the direction of theorganizations. However there arealso some organizations,individuals and collectivities thatthrive in these uncertain andturbulent conditions. They respondto the pressure of here and now andachieve, succeed and grow. In thisemerging work culture of todaythere is no time or space to pause,reflect and watch the grass grow.There is also no time and space tovisualize beyond the horizon toexplore, experience and discover.There is largely a frenzy of overengagement and to keep makingchoices under tremendous pressure.
Organization Growth
At the entrepreneurial or projectphase of organizations there is adrive, fuelled by dreams, aspirationsand ambitions, of one individual ora group of individuals. At theconsolidation phase of theorganization, often times there areformalization, strategic choices forbusinesses restructuring and
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