MANAGEMENT OF CHANGE
ORGANISATION & MANAGEMENT FUNDAMENTALS
336executive and other top executives can serve as internal change agents. External changeagents refer to consultant or expert appointed to serve as an advisor in the changeprocess.
7.1.3. PROCESS OF PLANNED CHANGE
According to Kurt Lewin the process of planned change consist of the following stages.
It implies breaking down the existing ways of doing things so that the people are readyto accept new alternatives. It involves discarding the conventional methods and ortho-dox behaviour patterns and introducing new methods and behaviour that is most ap-propriate to the current situation. Members of the organisation are made to realize thatthe present beliefs, processes and behaviour are no longer appropriate for the changingdemands of the present situation. Unfreezing requires loosening the emotional and in-tellectual forces. It involves the following steps:
(a) Recognising the driving forces.
The first step towards organisational change involvesrecognising major changes in the environment and problem within the organisation. Inorder to recognise the pressures to change managers need to develop a keen sensitivitytowards the external and internal environment.During this phase, change is made a permanent part of organisation’s life. Members of the organisation internalise the new beliefs, attitudes and behaviour learn during thechanging phase. The manager as the change agent has to see that the new behaviour iseffectively blended with the other behaviour patterns. Without internalization, individualmay revert back to the old system after some time. In order to continuously reinforce theacquired behaviour, the organisations as to maintain a fit (dynamic equilibrium) amongvarious components that are supportive of such behaviour. New practices are acceptedand change is stablised only when enough reinforcement are provided through positiveresults.Lewis’s model provides a useful framework for understanding the change process inorganisations,
7.1.4. Need for Planned Change
Pressures for change arise from both within and outside the organisation.
Every organisation exists and operates in an environment. Changes occur frequentlyin the environment, e.g., economic, social, political changes. An organisation mustchange in order to adapt itself to the new environment. Some of the. external pres-sures are given here.
Modern business enterprises operate in a highly competi-tive market place. Competitors introduce new products, better services, im-