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well? In other words, what separates the great project managers who are adept at managing change from the rest? • Dual Focus (bird's eye and worm's eye view at the same time) Project managers seem to be very good at seeing what is front of them but quite often poor at seeing what is ahead. While their worm's eye view is great, their bird's eye view is not. While many believe that it is this blinkered vision that keeps them focused and helps them deliver every day, this blinkered vision also inhibits their ability to predict, develop insights, synthesize and see the big picture. • Learning Propensity A lot of resistance to change emanates from fears about its consequences and about one's belief that one will not be comfortable with the changed situation. Those with a greater propensity to learn tend to have greater comfort around change. Don't your kids know more about your mobile phone than you do? • Rallying the Troops The buck stops with the Project manager. He or she is responsible for converting the visions and strategies into tangible actions and instructions for the troops. He also needs to be able to create excitement and comfort around the change with the team. • Positive Image of the Future Managers with a positive image of the future and a high sense of optimism seem to be better at embracing change compared to those who are always skeptical and are easy to point out all the potential problems with the future. To a large extent this positive image of the future also emanates from a positive image one has of oneself, one's abilities and potential. In closing Despite all the focus on process, it is the Aruls of the IT world who finally make the difference. They are the new generation of seasoned change managers with a basic level of comfort around change and that is good news. The Aruls can become great if the organization does its bit in terms of development, communication and support. In the days to come project managers are likely to be subjected to increasing pressures and changes. Organizations that nurture these managers will not only succeed but also help the likes of Arul get a good night's sleep and that is extremely important! 52 November 2007 NHRD Journal
THE ENDURING SKILLS OF CHANGE LEADERS ROSABETH MOSS KANTER Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been named to lists of the "50 most powerful women in the world" (Times of London), and the "50 most influential business thinkers in the world" (Accenture and Thinkers 50 research). In 2001, she received the Academy of Management's Distinguished Career Award for her scholarly contributions to management knowledge, and in 2002 was named "Intelligent Community Visionary of the Year" by the World Teleport Association. Professor Kanter is the author or co-author of 17 books, which have been translated into 17 languages. Her latest book, America the Principled: 6 Opportunities for Becoming a Can-Do Nation Once Again (published on October 23, 2007), offers a positive agenda for the nation, focused on innovation and education, a new workplace social contract, values-based corporate conduct, competent government, positive international relations through citizen diplomacy and business networks, and national and community service. Her previous book, Confidence: How Winning Streaks & Losing Streaks Begin & End (a New York Times business and #1 Business Week bestseller), describes the culture and dynamics of high-performance organizations as compared with those in decline, and shows how to lead turnarounds, whether in businesses, hospitals, schools, sports teams, community organizations, or countries. Her classic prizewinning book, Men & Women of the Corporation (C. Wright Mills award winner for the year's best book on social issues) offered insight to countless individuals and organizations about corporate careers and the individual and organizational factors that promote success; a spin-off video, A Tale of 'Of On Being Different, is among the world's most widely-used diversity tools; and a related book, Work & Family in the United States, set a policy agenda (in 2001, a coalition of university centers created the Rosabeth Moss Kanter Award in her honor for the best research on work/family issues). Another award-winning book, When Giants Learn to Dance, showed how to master the new terms of competition at the dawn of the global information age. World Class: Thriving Locally in the Global Economy identified the rise of new business networks and analyzed the benefits and tensions of globalization. She has received 22 honorary doctoral degrees, as well as numerous leadership awards and prizes for her books and articles; for example, her book The Change Masters was named one of the most influential business books of the 20th century (Financial Times). Through Good measure Inc., the consulting group she co-founded, she has partnered with IBM to bring her leadership tools, originally developed for businesses, to public education as part of IBM's award-winning Reinventing Education initiative and she is a Senior Advisor for IBM's Global Citizenship portfolio.. She advises CEO s of large and small companies, has served on numerous business and non-profit boards and national or regional commissions, and speaks widely, often sharing the platform with Presidents, Prime Ministers, and CEO s at national and international events, such as the World Economic Forum in Davos, Switzerland. Before joining the Harvard Business School faculty, she held tenured professorships at Yale University and Brandeis University and was a Fellow at Harvard Law School, simultaneously holding a Guggenheim Fellowship. She chairs a Harvard University group creating an innovative initiative on advanced leadership, to help successful leaders at the top of their professions apply their skills not only to managing their own enterprises but also to addressing challenging national and global problems. November 2007 NHRD Journal 53
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 33 and 34: HOW HR CAN IGNITE 'HOT SPOTS' YOGI
Page 35 and 36: pointed the prerequisites of change
Page 37 and 38: BRINGING CHANGE TO THE CHANGE AGENT
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Page 41 and 42: 'People Academy' that seeks to fost
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Page 45 and 46: human resource process like leaders
Page 47 and 48: References Chris Argyris, Initiatin
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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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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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