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INTRODUCTION:

Change management is a structured approach to transitioning individual, teams and

organizations from a current state to a desired future state. Change is one reality with which
individuals, groups and organizations must constantly cope in order to survive. Change must be
realistic, achievable and measurable. OD is the strengthening of those human processes in organizations,
which improve the functioning of the organic systems, so as to achieve its objectives. OD is a long range
effort to improve organization's problem solving and renewal processes, particularly through more
effective and collaborative management of organizational culture, often with the assistance of a change
agent or catalyst and the use of the theory and technology of applied behavioral science.

PROCESS OF CHANGE MANAGEMENT:

Organizational Change Management should begin with a systematic diagnosis of the

current situation in order to determine both the need for change and the capability to change. The
objectives, content, and process of change should all be specified as part of a Change
Management plan.

Change Management processes may include creative marketing to enable communication

between change audiences, but also deep social understanding about leadership’s styles and
group dynamics. As a visible track on transformation projects, Organizational Change
Management aligns groups expectations, communicates, integrates teams and manages people.

Successful change management is more likely to occur if the following are included:

1. Effective Communications that informs various stakeholders of the reasons for the
change (why?), the benefits of successful implementation (what is in it for us, and you) as
well as the details of the change (when? where? who is involved? how much will it cost?
etc).
2. Devise an effective education, training and/or skills upgrading scheme for the
organization.
 3. Counter resistance from the employees of companies and align them to overall strategic
direction of the organization.
4. Provide personal counseling (if required) to alleviate any change related fears.
5. Monitoring of the implementation and fine-tuning as required.

CHANGE MANAGEMENT PRINCIPLES:

1. At all times involve and agree support from people within system (system = environment,
processes, culture, relationships, behaviours, etc., whether personal or organizational).
2. Understand where the organization is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having
got there.
4. Plan development in appropriate achievable and measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and
openly and as fully as is possible.

ORGANISATION DEVELOPMENT:

OD is the strengthening of those human processes in organizations, which improve the

functioning of the organic systems, so as to achieve its objectives. OD is a long range effort to improve
organization's problem solving and renewal processes, particularly through more effective and
collaborative management of organizational culture, often with the assistance of a change agent or
catalyst and the use of the theory and technology of applied behavioral science.

OD is the act, process, or result of furthering, advancing or \promoting the growth of an

organization. OD is anything done to “Better” an Organization. The term Organization
development must be given added meaning, must refer to something more specific, if productive
discourse on the subject is desired.

ACTION RESEARCH MODEL:

A basic model underlying most OD activities is the action research model – a data based, problem
solving model that replicates the steps involved in the scientific method of inquiry. Action research is the
process of systematically collecting research data about an ongoing system relative to some objective,
goal or need of the system; feeding this data back in the system; taking actions by altering selected
variables within the system based both on the data and on hypotheses; and evaluating the results of action
by collecting more data.

FEATURES OF ACTION RESEARCH:

An analysis of action research model reveals several characteristics of this approach.

They are as follows,

• Problem Focus

• Action Oriented

• Cyclical Process

• Collaborative

• Experimental

• Learning & Capacity Building to tackle future problems

CHANGE AGENT:

For the change programme to be effective in an organization, one of the key

underpinnings of this process is the role of the consultant acting as a facilitator of change. The
three attributes that a change agent should possess to effectively perform the consulting role in
the area of organization development are as follows,

• The Change Agent must have a particular personality.

• The Change Agent requires both analytical and diagnostic skills.

• The Change Agent needs to have Client-related experience.

CONCLUSION:

The Implementation of Change is a great Challenge for any type of organization, either
international (or) domestic. Change is related to Organization Development. When the Company
updates itself to Changing Environment, only then it can be able to travel in the path of growth
and development.