Learning to Change: A Guide for Organization Change Agents

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

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VSR Models of Change as Normative Practical Theory

The Oxford Handbook of Organizational Change and Innovation ◽

10.1093/oxfordhb/9780198845973.013.18 ◽

2021 ◽

pp. 495-528

Author(s):

Cara C. Maurer ◽

Anne S. Miner ◽

Mary Crossan

Keyword(s):

Computational Models ◽

Change Agents ◽

Organization Change ◽

Normative Theory ◽

Change Processes ◽

Individual Change ◽

Retention Models ◽

Rational Decision Making ◽

Practical Tool ◽

Day To Day Operations

This chapter offers a counterpoint to increasingly complex computational models of evolutionary change processes at higher levels of analysis. It explores the value of internal VSR (Variation-Selection-Retention) models as practical tools for managers. Individual change agents may actively and deliberately influence each of the three core internal processes and their balance and connect them with external VSR processes. Individuals may shape the organization’s current and potential future contexts beyond mere external adaptation to creation of novel future states. Broadening traditional assumptions of top-down rational decision-making, we include the potential of human imagination, and emotions of individuals and groups as engines of change as improvements to existing internal VSR models. A normative theory of internal VSR processes offers a practical tool for day-to-day operations of agents interested in understanding and affecting organization change. We encourage academics to bring renewed enthusiasm to teaching internal VSR models of change to practicing managers.

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