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.

Organizational change involves moving from the organization's present state to a future state or desired state. It is the intentional attempt by management to improve the overall performance of individuals, groups and the organization as a whole by altering the organizational structure, behavior and technology. Hence, organizational change includes the concept of organizational development in its broadest sense.

Managers in learning organizations are the champions of change. They are very sensitive to the happenings of business world. Peter Senge, an exponent in the field of organizational change and development states: "When I look at efforts to create change in big companies over the past 10 years, I have to say that change is possible—and enough evidence of failure to say that it is not likely."

Senge's opinion indicates that change is a challenging job to say the least. It often generates problems and opportunities for the people and organization. As Shiv Khera, the world-class corporate trainer writes in his famous book You Can Win, the organizations do not have business problems, they have only people problem. Here lies the importance of managing people in the organization, who are perhaps the only resource of the organization because they manage the rest of the resources of the organization.

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