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V. Prasanna Bhat

Management of Organisational Change Leveraging Transformation By Dr K Harigopal Publishers: Response Books, New Delhi Price: Rs 295

An organisation though may appear to be stable from outside, is in a constant flux and tries to put itself in a state of dynamic equilibrium. When the activities become less dynamic, it runs the risk of becoming stagnant and to avert such a catastrophe change process is a must.

Organisational structure needs to be carefully designed as it is an array of human resources. Designing an organisation is an exercise which involves the consideration of multifarious parameters such as objectives for accomplishment, the type of resources available at the disposal, long term plans, technical skill content, devolution of various powers, spans of control and permissible levels of authority etc.

The dynamics of an organisation's structural stability makes an interesting study in view of the multi-dimensionality of the parameters contributing to the issue. The structure and relationships do not remain static, because the organisational development process makes the concept a dynamic one. Even organisations that appear static due to temporary stagnations, for an external cursory observer, are in fact, in a state of dynamic equilibrium due to the conflicting forces operating from within the organisation. However, there is no step by step approach suggested (if such an approach were to work, many organisations would have changes overnight through borrowed/adopted models, but the reality is otherwise), but an overall and inclusive process of change management within which the organisation has to delineate the methods and processes appropriate to the change initiatives and the organisation's existing context. Therefore, the book is targeted to knowledge/skill-oriented people who do not look for quick fix approach. The book is organised into six sections dealing with issues such as change, vision and strategic planning, managing change, strategic leverages, organisational culture and mental modes and managing change through people.

Chapter one deals with the phenomenon of change, which is basic to managing change. The forces that emanate from the external environment are also discussed with corresponding examples from the real world. The forces include: political forces, economic forces, technological forces, government forces, and changing customer and market. The next chapter is on envisioning change, strategic planning, and the basic paradigms for realising the change strategy. The meaning of vision, along with the contents of vision, the relations between vision, mission, and strategy, how to envision, and the characteristics of visionary leadership are discussed, with examples from literature and industry.

Chapter three enables the understanding of the change process. Support systems are needed to achieve the transformation. The focus is creating the necessary support systems for change implementation at the system level and the individual and group levels, and seeking extra-organisational support where necessary.

Ways of sustaining the momentum for change and measuring the change process are also discussed. Roles of the top and middle management in the change process are listed in the chapter.

The next chapter describes the strategic leverages to implementing change that are relevant to structure-based changes, processes-based changes, and the customer-and competitor-focused positioning of an organisation. Since what an appropriate design is during a change process, depends on factors that differ from organisation to organisation culture, no specific suggestion is made to the reader. Exercises at the end of the chapter five assist the an user to assess the impact of strategy on an organisation's culture and identify ways of aligning strategy and culture with the intended change.

An organisation is said to exist in different mental modes, such as deficiency, inertia, problem solving, and proactive modes, which are the bases for the drive in an organisation. These mental states, and their characteristics and behavioural orientations are described with industry examples.

The concluding chapter deals with how to manage change through and by people. It is a truism that while strategy, processes, and resources are necessary; it is finally the people who act on them who bring out change in an organisation.

Until people within an organisation change, organisations do not change. Individual-focused approaches to change deal with managing change in the context of the cognitive and emotional aspects (emotional management) of human behaviour and the HRM techniques to deal with these behavioural dimensions.

The overall presentation of the subject matter has been on an effective footing and the author has tried his best to relate the various case examples to the prescriptions, thus making it practically relevant to those who venture on change / restructure their organisations.

Organisational changes are not effected by manuals and step-by-step guidance measures; nevertheless those who are part of the change dynamics, when endowed with knowledge and skills, can perhaps better react/or rather be proactive in managing the whole issue more credibly than others!

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