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In Conclusion It is time that the sector as a whole (and not just individual NGOs) looked at issues of organization and people. The Civil Society, Corporate organizations and the Government need to consciously devise strategies to support this movement, which is likely to make the NGO sector vibrant and sustainable. Endnotes 1. Quoted in Indianngos.com in http://www.indianngos.com/ngosection/newcomers/whatisanngo.htm downloaded on October 23, 2007. 2. PRIA, Invisible but Widespread: The Non-Profit Sector in India. 3. NGOs can be more complex; they can also be situated far from the community. But this picture given here represents a large majority of the present day ‘secular’ NGOs. 4. It is important to point out that many NGOs do not work directly with communities: the nature of their work is thus subtly different from those who have been described as a typical modern day Indian NGO. A separate article is required to deal with the change issues of such NGOs. 5. Programs include that of Education, Health, Legal Aid, Awareness of Rights, and programs that help to improve the income of poor communities. 6. In particular the Gandhian ones. 7. This has come about as NGOs are beginning to implement technically complex programs such as on Health Prevention, Providing Quality Education, designing and constructing watershed and irrigation programs etc. 8. http:// www2.winchester.ac.uk/bm/courses/bs3933/Mintzberg.doc. Also look up http://www.henrymintzberg.org/. Read Mintzberg, 1979 9. Pearson, 2007. 10. http://pradan.net/ 11. http://www.dhan.org/ 12. http://news.moneycontrol.com/mccode/news/article/news_article.php?autono=310198. See also http://www.icicicommunities.org/ interaction.html 13. http://www.indianngos.com/governence/murrayculshaw/fullinterview.htm 14. http://www.rinovations.org/Services 42 November 2007 NHRD Journal
DEFINING CHANGE AGENTS SANDEEP K. KRISHNAN Abstract This article tries to define a change agent. Drawing extensively from the literature the paper tries to examine who a change agent is, what a change agent does, what makes a change agent, and how we can groom change agents. The interesting aspect here would be the link up of the change process models with the change agent and finally how an organization can enable change agents. Sandeep K. Krishnan is a Fellow of the Indian Institute of Management, Ahmedabad. He currently works with the RPG - Group Human Resources. He has presented papers on employee intention to quit in forums like the Academy of Management, USA. He has published several papers and is passionate about his work in the area of talent management. Introduction Organizations are facing tremendous internal and external pressures to change. With this being the trend, being a change agent has become a universal competency for most of professionals. This, on one side, opens up tremendous opportunities for individuals to apply their knowledge and skills for the betterment of the organizations but also exposes the individual to be either becoming open to change or becoming the change agent. However, the change agent has a challenging role with respect to not just being an active partner adapting to change but initiating, driving, and institutionalizing change. This is in line with the Kurt Lewin's three stage process of change where there is unfreezing of the current state, implementing change, and institutionalizing new systems (refreezing) (French and Bell, 2003). Who is a Change Agent? Cohen (2006), drawing up the high linkage of the change process and the change agent states four important aspects of being a change agent. This includes initiating/ leading a project that changes the way in which things are done, define how the change should be, understands the reality of the change, is able to take up the resources for the change, and stick on to the agreed change process and face challenge on course. This description of what a change agent needs multiple skills. Linking up Cohen's definition of change agent and Kurt Lewin's model of change, we can see that a change agent is a person who unfreezes the current situations, who introduces the change in terms of new practices, and finally ensures that new world is established and runs efficiently. What a Change Agent Does In each of the stages i.e unfreezing, moving, and refreezing a change agent should be specific activities that enable the change. In the unfreezing stage, the action is to develop a need for change and point out why things should change from the way in which things are done around. Here we are also assuming that we are speaking of internal change agents rather than external OD consultants or management consultants and hence the complexity is more pronounced and interesting. Based on Caldwell November 2007 NHRD Journal 43
Page 1 and 2: NHRD Journal Organizational Change
Page 3 and 4: S.no Title of the Article Author Pa
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Page 7 and 8: give subtle shape to the organizati
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Page 19 and 20: A living system can never be direct
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Page 23 and 24: Higgs, M. and Rowland, D. (2005),
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Page 27 and 28: magnitude of the programme, you can
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Page 33 and 34: HOW HR CAN IGNITE 'HOT SPOTS' YOGI
Page 35 and 36: pointed the prerequisites of change
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Page 47 and 48: References Chris Argyris, Initiatin
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Page 51 and 52: esponse to changes in the external
Page 53 and 54: THE ENDURING SKILLS OF CHANGE LEADE
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Page 63 and 64: very capable people; but the organi
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Page 67 and 68: change, preparing the leadership an
Page 69 and 70: However the good news is that the a
Page 71 and 72: Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
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Page 83 and 84: interactional justice focused on th
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Page 87 and 88: the merger, in whichever form has a
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management and the labor leaders to
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ONE REASON FOR FAILURE OF CHANGE IN
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IPO: A POWERFUL INTERVENTION IN ORG
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In expectation of such a reaction,
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system was designed, requiring mana
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Then the system was recommended for
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Newsletters used to be published an
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CHALLENGE OF MANAGING ORGANIZATIONA
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productive deployment of raw talent
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Conclusion There is a broad agreeme
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change is indeed the engine which f
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and regional development programs.
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ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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in the HR thinking, approach and th
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• Cross Functional Teams (CFTs) o
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i. Technology • Plant location
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consolidates in a short period of f
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PBIT (Rs in crores.) The Company ha
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concepts in an organizational conte
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APPEAL TO CONTRIBUTORS The National
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