Answers-:: Organisationsal Behaviour Assignment-1

ORGANISATIONSAL BEHAVIOUR
ASSIGNMENT-1
DONE BY- AVIRUP SENGUPTA
BBA 2ND SEM
ANSWERS-:
1) - Lewin recognized that change is a
process where the organization must transition or move into this new
state of being.
This changing step, also referred to as transitioning moving & is marked

by the
implementation of the change. This is when the change becomes real. It

Is also, consequently, the
time that most people struggle with the new reality. It is a time marked
with uncertainty and fear,
making it the hardest step to overcome. During the changing step people
begin to learn the new
behaviors, processes and ways of thinking. The more prepared they are
for this step, the easier it
is to complete. For this reason, education, communication, support and

time are critical for
employees as they become familiar with the change. Again, change is a

process that must be
carefully planned and executed. Throughout this process, employees

should be reminded of the
reasons for the change and how it will benefit them once fully
implemented.
Need of organizational change-
Change is one reality with which individuals, groups &

organization must constantly cope in order to survive. Change
is one of the most critical aspects of effective management
change in the copying process of moving from the present state
to a desired state that individuals, groups & organization
undertake in response to the dynamic internal & external
factors.
IMPORTANCE OF ORGANIZATIONAL CHANGE
1. Crisis: Obviously September 11 is the most dramatic

example of a crisis which caused countless organizations,
and even industries such as airlines and travel, to change.
The recent financial crisis obviously created many
changes in the financial services industry as organizations
attempted to survive.
2. Performance Gaps: The organization's goals and
objectives are not being met or other organizational needs
are not being satisfied. Changes are required to close
these gaps.
3. New Technology: Identification of new technology and
more efficient and economical methods to perform work.
4. Identification of Opportunities: Opportunities are
identified in the market place that the organization needs
to pursue in order to increase its competitiveness.
5. Reaction to Internal & External Pressure: Management
and employees, particularly those in organized unions
often exert pressure for change. External pressures come
from many areas, including customers, competition,
changing government regulations, shareholders, financial
markets, and other factors in the organization's external
environment.
6. Mergers & Acquisitions: Mergers and acquisitions create
change in a number of areas often negatively impacting
employees when two organizations are merged and
employees in duel functions are made redundant.
7. Change for the Sake of Change: Often times an
organization will appoint a new CEO. In order to prove to
the board he is doing something, he will make changes
just for their own sake.
8. Sounds Good: Another reason organizations may
institute certain changes is that other organizations are
doing so (such as the old quality circles and re-
engineering fads). It sounds good, so the organization
tries it.
9. Planned Abandonment: Changes as a result of
abandoning declining products, markets, or subsidiaries
and allocating resources to innovation and new
opportunities.
Ans 2) It is the action taken by individuals & groups when they

perceive that a change which is occurring acts as a threat to
them. It is an response to any major changes that is attributed
to the fact that individuals naturally rush to defend the status-
quo if they fill that their security or status is threathened. It is
not always based on harmful rather some times resistance is
positive also.
Driving Forces for change--> <-Forces resisting change
Internal Force <-Individual Resistance
1. New Technology 1.Fear of unknown
2. Changes & creation of new knowledge 2.New learning
3. Product obsolenses 3. Disruption
4. Inadequence of administration process
Environmental Factors <-Org. resistance

1. Government regulations 1.Threat to the power structure
2. Changes in consumer demand 2. System relationships.
3. Economic forces
4. Resource unavailability
Kurt Lewin’s Three Stages model or the Planned Approach to

Organizational is one of the cornerstone models which is
relevant in the present scenario even. Lewin, a social scientist
and a physicist, during early 1950s propounded a simple
framework for understanding the process of organizational
change known as the Three-Stage Theory which he referred as
Unfreeze, Change (Transition) and Freeze (Refreeze).
According to Lewin, Change for any individual or an
organization is a complicated journey which may not be very
simple and mostly involves several stages of transitions or
misunderstandings before attaining the stage of equilibrium or
stability.
For explaining the process of organizational change, he used
the analogy of how an ice block changes its shape to transform
into a cone of ice through the process of unfreezing.
Stage 1 - Unfreezing: This is the first stage of transition and
one of the most critical stages in the entire process of change
management. It involves improving the readiness as well as the
willingness of people to change by fostering a realization for
moving from the existing comfort zone to a transformed
situation. It involves making people aware of the need for
change and improving their motivation for accepting the new
ways of working for better results. During this stage, effective
communication plays a vital role in getting the desired support
and involvement of the people in the change process.
Stage 2 - Change: This stage can also be regarded as the
stage of Transition or the stage of actual implementation of
change. It involves the acceptance of the new ways of doing
things. This is the stage in which the people are unfrozen, and
the actual change is implemented. During this stage, careful
planning, effective communication and encouraging the
involvement of individuals for endorsing the change is
necessary. It is believed that this stage of transition is not that
easy due to the uncertainties or people are fearful of the
consequences of adopting a change process.
Stage 3 - Freeze (Refreezing): During this stage, the people
move from the stage of transition (change) to a much more
stable state which we can regard as the state of equilibrium.
The stage of Refreezing is the ultimate stage in which people
accept or internalize the new ways of working or change,
accept it as a part of their life and establish new relationships.
For strengthening and reinforcing the new behaviour or
changes in the way of working, the employees should be
rewarded, recognized and provided positive reinforcements,
supporting policies or structures can help in reinforcing the
transformed ways of working.
The three stages of Change Management can be aptly
explained through the aid of an example of Nissan Motor
Company which was on the stage of bankruptcy due to the
issues of high debts and dipping market share.

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ORGANISATIONSAL BEHAVIOUR

BBA 2ND SEM

1) - Lewin recognized that change is a

This changing step, also referred to as transitioning moving & is marked

implementation of the change. This is when the change becomes real. It

is to complete. For this reason, education, communication, support and

employees as they become familiar with the change. Again, change is a

carefully planned and executed. Throughout this process, employees

Need of organizational change-

Change is one reality with which individuals, groups &

IMPORTANCE OF ORGANIZATIONAL CHANGE

1. Crisis: Obviously September 11 is the most dramatic

Ans 2) It is the action taken by individuals & groups when they

Environmental Factors <-Org. resistance

Kurt Lewin’s Three Stages model or the Planned Approach to

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