Page 231 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 12: Organisational Change

5. Manipulation and co-optation: Using information about change selectively or seconding Notes
a representative (or informal leader) from the group to participate in the design of the
change.
6. Explicit and implicit coercion: Using power position and threats to force compliance.
While implementing change, managers must choose which approach best fits the situation. Each
approach has its advantages and disadvantages and hence, they are appropriate in certain
situations only.

12.7 Summary

For organisations to develop, they often must undergo significant change at various
points in their development.
Organisational Change occurs when an organisation evolves through various life cycle.
Significant organisational change occurs, when an organisation changes its overall strategy
for success, adds or removes a major section or practice, and/or wants to change the very
nature by which it operates.

Leaders and managers continually make efforts to accomplish successful and significant
change.
The changes that bring a complete overhaul are most often than not resisted by the others
first.
It is very important that the staff be made to understand the necessity for the change.
There are many approaches to guiding change – some planned, structured and explicit,
while others are more organic, unfolding and implicit.
Different people often have very different – and strong – opinions about how change
should be conducted.
Whatever resistances or objections, if the change is essential and justified, it must be
undertaken, as they say- the only constant factor is change.

12.8 Keywords

Disengagement: Psychological withdrawal from change.
Dis-identification: The absence of identification, the absence of the self-image.
Refreezing: Refreezing is the third of Lewin's change transition stages, where people are taken
from a state of being in transition and moved to a stable and productive state.
Unfreezing: Unfreezing is the first of Lewin's change transition stages, where people are taken
from a state of being unready to change to being ready and willing to make the first step.

12.9 Self Assessment

Fill in the blanks:
1. The traditional view of resistance to change treated it as something to be .................., and
many organisational attempts to reduce the .................. have only served to intensify it.

2. The contemporary view holds that resistance is simply a form of .................. .

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