Page 29 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes Thus, to make the people accept the changes, the management must push driving forces and
convert or immobilize the restraining forces.

2.4.3 Implementing Change

Once the management is able to establish favorable conditions, the right timing and right
channels of communication have been established the plan will be put into action. It may be in
the form of simple announcement or it may require briefing sessions in house seminars so as to
gain acceptance of all the members and specially those who are going to be directly affected by
the change. After the plan has been implemented there should be evaluation of the plan which
comprises of comparing actual results to the standards.

Self Assessment

Fill in the blanks:
6. Technology is the major ……………. force which calls for change.

7. …………..............…. of workforce has changed over a passage of time.
8. Change in managerial personnel is another force which brings about change in …………….
9 ……………............... helps the client to integrate the new point of view into the total
personality and self-concept and significant relationships.



Case Study Making Friends at PILLCO

amir Sethi, the Managing Director of Pillco, a Mumbai based textile manufacturer,
was quite pleased with himself. It was Friday afternoon and his flight from Tokyo
Swas just about to land at Mumbai. In conjunction with his Sales Director, Aman
Kalra, he had just returned from Japan where he managed to successfully complete
negotiations on a ` 25 million order from a Japanese golfing manufacturer, Kokuna. The
order was for the manufacture of a new range of golf sweaters and accessories and was the
biggest single order that the company had dealt in the last five-year history. They had
come up against stiff competition from other sportswear manufacturers in India and
Japan.
To secure the order, Pillco had to promise delivery of the first batch of newly designed
golf wear within six weeks and bulk order shipments of 10,000 pullovers every two
months. This created a problem. At maximum production, Pillco could only manufacture
and meet these order requirements by dropping 80% of its ongoing business. It also meant
that three new computer controlled manufacturing machines and a new computer aided
design system would be put to work to come up with the new style and design to
manufacture the sweaters. These had been recently purchased at great expense. The problem
was who would operate the machinery and design systems to meet the order requirements,
and what to do with Pillco’s current workload.
Still, it had been a good trip and Samir had the weekend to plan the future development of
the company.
Sunanda Rakhija, Production Director at Pillco, was called into the Board meeting on the
Monday morning. “Its like this, Sunanda”, said Samir. “We need the new designs in a
Contd...

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