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SPECIAL ISSUE
Organizational Development and Effective
Change Management
-- Shivani Sah
Managing change is one of the most challenging tasks facing organizations today.
Effective change management alone can ensure success of companies in such rapidly
changing environment. The purpose of this article is to provide change managers with an insight into
how they can effectively manage change. The article discusses the activities which are
fundamental to successful change management. Two cases from the Indian industry are used to
illustrate principles of effective change.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Action Research: An Approach to Organizational
Development
-- P Sudarkodi, Dr. M G Saravanaraj
Organizations in order to subsist in the competitive world have to adapt to new technology,
new markets and new challenges. The essence can be gained through the process of
organizational development by creating a change in structure, belief, attitudes and values of the
organization. Organizational development is valuable and mutual management of what the system wants
to become. Seen in this way, action research is something people do in order to advance
the quality of life for themselves and for others.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Spatial Influence on Organizational
Behavior and Space Design as an Important Tool for
Organizational Development
-- Sumanta Deb
The main purpose of this article is to analyze the influence of spatial arrangement on
employee behavior, especially, creativity and knowledge sharing for the knowledge workers. This
article conceptualizes office as a infrastructure for knowledge work and analyzes how spatial
and behavioral system interact in unison to help organizational development with the help
of architectural language of spatial morphological analysis and space syntax. It also analyzes
the potential use of space syntax analysis as a tool for organizational development.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Change : The Perpetual Way
of Corporate Life
-- Chandrakanta Sahoo
Change is the only unchanging principle of the world. The illustrious dictum replicates
the happenings of the business world. The challenges many business enterprises encounter
today may vary from relatively minor change processes such as fine-tuning the workforce to
major transformations like organizational restructuring. Such changes may be viewed as problems
in the workplace on the one hand, while, on the other hand, it may prove to be a
competitive advantage for the organization. This article while discussing the framework of
change management process develops a proper model for organizational change.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Managing Change in Organizations: Emerging Trends & HR Challenges
-- Dr. M Subramanya
This article deals with managing change in the competitive environment. It emphasizes on
the importance of change and emerging trends viz., impact of globalization, workforce
diversity, flexibility, need for flatter organizational structure, and networking organization. It
highlights the major challenges of HR such as managing and retention of talents,
reinforcing organizational culture, developing a learning organization and leadership development
in changing times.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Organizational Change Audit : Are Organizations
Well-prepared for Effecting Changes?
-- P Manikandan
Increased global competition has placed greater demands on organizations to be
constantly changing and innovating. This article brings out some issues related to style/culture,
staff, strategy, system, and skill factors of the organization, which are not normally taken
into consideration while implementing analytical dimensions of change. These oft-neglected,
but crucial issues for change can help organizations in self-audit to assess their strengths
and weaknesses in planning and managing change.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Conversational Leadership: A New Template for Organizational Change
-- NR Aravamudhan
Organizational learning today occurs widely, not within the confines of the training
rooms, boardroom or workshops but in cafeterias, around water coolers or on staircases or even
in wayside eateries. In a typical organization, knowledge is diffused and shared,
breakthrough solutions are generated through conversations. Conversations can be a core process ala marketing, finance and new product development. Organizations need a dynamic leader
who can navigate the organization through conversation to usher in the much-needed change.
This article explores how conversation can be treated as core processes.
© 2011 IUP. All Rights Reserved.
Projects as Organizing Vehicles and
Elements of Change
-- Timothy L Wilson
It has been generally recognized that project management approach to getting things done
is increasing lately. This article, however, focuses on the organizational implications of the
same. We assert first that an organizational form associated with the main project tasks be
replicated in firms whose businesses tend to be seriously affected by individual projects of a type
where innovation and/or creativity are involved. Second, we relate two examples of projects,
changing organizational approaches—one at the firm level and another at the industry level.
© 2011 Timothy L Wilson. All Rights Reserved.
SPECIAL ISSUE
Success Mantra for Change
Management in M&A : Addressing People Issues
-- Gouri Prava Samal
In today's business world, Mergers and Acquisitions (M&As) have become a fact of life,
where change is an unavoidable consequence. But getting employees from different organizations
to work on a common platform is one of the greatest challenge with M&As. Thus, despite the
highest degree of strategy and huge investments, the majority of M&As fail miserably. Research
also recommends that up to 65% of failed M&As are due to `people issues'. Considering all these,
this article discusses about M&A as a growth strategy, reasons for its failure, and suggests some of
the critical people issues to be addressed.
© 2011 IUP. All Rights Reserved.
SPECIAL ISSUE
Organizational
Development/Human Resource Development Initiatives for
Managing Change : Study of LIC of India
-- Dolly Dolai, PK Mohanty
This article makes an attempt to describe the OD/HRD initiatives undertaken in the
Life Insurance Corporation of India (LIC) in managing changes. In order to cope up with the
rapid changes in the insurance market, LIC has been going through a process of transformation
to revamp its corporate image. As a result of those initiatives, a number of processes started
i.e., the HR strategy of job rotation, people practices of collaboration, training and development
of people, in-house technology, etc. This resulted in business development and a climate of
trust, industrial harmony, high integrity and transparent business practices in the corporation.
© 2011 IUP. All Rights Reserved.
CASE STUDY
Good Will Hunting: Hunting for Change, Haunting for Hunting?
-- Vandana Jayakumar, Dr. Nagendra V Chowdary
What triggers a non-obligatory change initiative? Perhaps Gerald Lambeau
(Lambeau), professor of Mathematics at Massachusetts Institute of Technology (MIT) and Sean
Maguire (Sean), a psychiatrist, in Good Will
Hunting, have the answer. These two professors
are inspired to bring out an out-of-turn change when they come across Will Hunting (Will) who
is blessed with extraordinary intelligence. Lambeau spots Will at MIT where the latter works as
a janitor. Ironically, Will is reluctant to use or show his intelligence and is rather defensive
in nature. Lambeau commissions Sean to persuade Will to understand his capabilities.
Despite Will's resistance to change, Sean is able to bring about a change in Will. This case
study discusses how a change agent can lead a non-obligatory change initiative especially when
the subject of change is stubborn and least receptive to change.
© 2010 IBSCDC. All Rights Reserved.
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