UNIT 14 KEY ROLES IN MANAGING

CHANGE
Objectives
After going through this unit you should be able to:
appreciate the need for change due to changing business environment;
understand the changing roles of managers in organizations;
appreciate the role of manager as an agent of change;
identify building blocks for Organisational change.

Structure
14.1 l ntroduction
14.2 Nature of change
1 4.3 Key Roles in Managing Change
14.4 Other Forces of Change
14.4.1 World Politics
14.4.2 Technological Changes
14.4.3 Globalisation and Government Policies
14.5 Role of Change Agents
14.5.1 Role External Change Agent
14.5.2 Internal Consultant
14.5.3 Internal Support to External Consultant
14.5.4 Community Activists
Role of Leader
14.5.6 Role of Organisational Management
i
1 4.6 Creating a Learning Organisation
14.7 Summary
14.8 Self-Assessment Questions
14.9 Further Readings

14.1 INTRODUCTION
Global isation of econom ies and resultant competition, liberalisation, deregulation,
privatisation, mergers and acquisitions, development of internetand web based
technologies have changed the landscape in which organisationst businesses used to
i
operate in tlie past. Speed and accessibility across the globe have brought about
changes in organisational paradigm and executives have been confronted with unprec-
edented challenges of change during the past decade. They are trying to grapple with
tlie impact of the above mentioned factors at their workplaces. The most important
challenge before a manager today is how to manage change in a changing world with
1
the k~iowledgeof traditional, rigid and static management systems and processes.

14.2 NATURE OF CHANGE

Organisations pass through two kinds of change one which are.continuousand
incremental and the other discontinuous and radical. However, even in radical and
I
I I
Role of Change Agent incremental and the other discontinuous and radical. However, even in radical and
discontinluous type of change the organisation will retain some critical aspects, which
have became dysfunctional and irrelevant and will substitute them with relevant and
meaningful aspects. An overview of management of change would reveal that the
impact of scientific management in the beginning of twentieth century resulted in
technically and operationally focused change. This was followed by human relations
approach where emphasis was laid on changing the social systems through HRD
interventions like motivation training programmesand training of supervisors. The
above me~ntionedapproaches advocated introduction of slow-paced changes.
However. in 1970s theories relating to change dealt with both social needs and
technical ~:fficienciesgiving equal attention to both these aspects. This led to the
emergence of two approaches viz. Organisationd Development (OD) and Social
Technical 'system theory (STS). The STS approach was spearheaded by Twist and
Emery and gave importance to democratic process in organisations emphasising
team work and learning through participative action research.
The OD and STS theories of change grew in Europe, North America and Australia.
At the same time, Japan has been developing quality management techniques like
TQhI and advocated involvement of employees in decisfon- making emphasising
social factors. Thus human relations/OD/STS/TQMapproaches adopted in different
parts of thle world strongly supported incremental rather than transformational
changes irl the 1960s and 70s and even 80s. The focus of these changes was to remove
inefficiencies and dehumanisation(which lead to low job satisfaction and employee
mora~le)in bureaucratic organisations.
However, from 1985-99 there has been an upsurge in international and global
competition due to pressure from economic reforms. A large number of organisations
found thennselves out of alignment with their operating business environment. New
technological developments and information technology revolutions left the
organisationsgaping as their customers shifted their preferences to other types of
prodilcts and services. The organisations soon realised that the approach of
incrementalchange was often inappropriateto reposition them strategically.
Consequently, many organisations in late 1980s and 1990s in the west and in 1990s in
South Asia started substituting transformation change for incremental change.
Paradigm shift wasebserved in the functioning of a host of organisations. It is being
realised bqr managers of many organisations that their organisations ought to be
flexible to move between incremental and transformational change to remain aligned
with \:he market conditions and also intra-organisationalconditions. As large
orgar~isationsare slow to transform, many organisations have reached the mid-range
change.

14.3 KEY ROLES IN MANAGING CHANGE

Corporate inanagement includes the chief executive and several top executives who
are involved in policy decisions.

The Cons8ultant(s)
A cor~sultantor a team of consultants usually comes from outside but they can also be
insiders. Tile consultant's role is that of experts, who have both knowledge and
experience in the field in which change is proposed. There are some advantages in
having outside consultants for some time. The internal persons, even though they may
have 1he necessary expertise, are likely to be inhabited to have their own perception of
the problem. Also, they may be restrained by the internal dynamics. This may make
the internal people less effective. Therefore, even organisations with a very high
quality of expertise in a particular field invite outside consultants for some time. The
Implanting function: The consusltant does not supplant the internal expertise Key Rolea in
available but supplements such expertise. It is necessary that the consultant carries Managing Change
along with him the various people at different states of the process of organisational
change. Then the consultant is able to make change a part of the organisation.
Transcending function: One great advantage of the consultant is that he is not bound
by the constraints of the organisation. He takes an overall view. He transcends both
tlie ecology ofthe organisation, i.e., the various units and department, to be able to
take an overall view of the organisation, and also transcends the time and people into
the future of the organisation, This transcending function makes the role of the
consultalit more creative. He thinks about the total organisation, not only as it is now,
but as it is likely to be in the future. This helps to give a wider perspective to
organisational understanding.
Alternatives generating function: The consultant is not as much for working out a
specific solutioii as for helping the organisation develop the capability of evolving
solutions. The consultant does this by generating several alternatives. He also
develops the ability to design interventionsand ways of solving problems.
Process facilities function: The consultant is primarily a process facilitator. He has to
be perceptive of tlie reality in the organisation. There is nothing like an ideal or a best
one. The consusltant may see the repercussionsof the solution, and may like to make
the necessary modifications to suit the situation. The consusltant also helps in
developing various roles as the change programme proceeds and the change is being
implemented. The process facilitating role helps the consusltant to move towards self-
liquidation. He helps the relevant people in the-organisation to take over the role as the
programme is being implemented.
Shock absorbing function: During the planning of change and making necessary
recommendations, much unpleasant feedback may b required to be given to the
organisation. It is difficult for internal people to do so. They cannot take the risk
necessary to make some things explicit. The consultant can take such risk. He can
effort to absorb the shock created by the change and can help the system to confront
reality and discuss certain processes which may be quite unpleasant but without which
it inay not be possible to move towards the solution.
Resource sharing function: The consultant brings with his background the latest
knowledge and a wide variety of experience, which he uses in making organisational
change effective. He collects such resources and shares them with the internal people
so that the knowledge can be utilised for making the change effective.
Resource building function: The consultant helps in generating resources within the
organisation by building the necessary expertise as he works with the organisation.
This does not mean that he makes people dependent on him. By sharing his knowledge
and experience and by continuously discussing matters with the concerned people he
helps in building internal resources.
Self-liquidating function: By building internal expertise and resosurce he is working
towards withdrawal from the organisation and liquidating his role and
indispensability.In many cases the consultant enjoys the influencing function so much
that he may continue to play this role in die organisation. This is bad both for the
organ isation and tlie consultant. The consultant deliberately refrains from using undue
influence on internal executive decisions. And as the work of the organisatianal
change is over he takes definite and deliberate steps to withdraw and wean the
organisatio~ifro111depending on him. The self-liquidating role is very difficult. Once a ,
consultant is successful and effective, he may have the temptation to continue to
influence the organisational decisions. Ifthe consultant is not perceptive enough, and
in his eagerness to be llelpful he makes the organisation dependent on him, and enjoys
Role of Change Agent this dependency, the results may be bad for the organisation as well as for the
consultant.
The organisation should have the capacity to assimilate the influence and expertise of
the outsicle consultant and necessary preparation should be made to make use of the
con:jultar~tin the organisation.It is important that continuous communication is
maintained by the consultant at all stages of the change process.

Interna I Resource Persons

Even if the expert is from the outside, some people from the organisation work with
him. These people represent the same expertise as the consultant has, or, at least, they
propose 1.0 develop that expertise. In many organisations,these persons are called
Internal :Resource Persons (IRP) or Facilitators. This role may already exist in an
organisation, or this may have to be created. For example, if the management
information system is to be introduced, people with enough technical experience and
expertise may be involved, and, if such people do not exist in the organisation, they
may have to be recruited. In several organisations HRD facilitator role is being
de\wlopedas a part of implementation of the HRD system.
The IRP's help in implementing the policies and details of the organisational change
as worked out and accepted, and in stabilising these in the organisation. It is only
through the Internal Resource Persons that the change becomes a part of the
organisation. Much more attention needs to be given to the role of the IRP. Several
relevant questions in this regard are: Should the IRP be an independent individual or
group a!; should members from different groups constitute a team to function as the
IRP? How to legitimise the IRP role in the system? How much time is required for the
IRP to d~evelopthe expertise? and so on. In many cases jealousy develops when the
IRPs become successful and effective. Their success produce some feeling of threat in
other members of the organisation, leading to various prejudicesand jealousies. This
issue needs to be discussed. Enough attention should be paid to the development of the
IRP. Without such resources, the organisation may not be able to stabilise the changes:
Se:veral important aspects of the development ofthe IRP deserve attention, these are
mentioned below:
Soppol-tof the community
The role of the IRP has to be legitimised in the organisation. It is necessary for
vr~riousimportant roles in the organisation to sit together and define the role of the
IFLP. The legitimisation process can be accelerated by discussing the role openly in the
system rather than only appointing persons in this role by the head of the organisation.
Role Analysis Technique can be used to clarify and work out the role in details. It is
also usleful for various members in the organisation to project their expectations from
such a role. The person to be selected for such a role should have some qualities of
functic~ningas a change agent. There should be enough time for the preparation of the
person for this role.
Linkage with consultants
The persons who grow as IRP should have linkage with several outside consultants.
The initial linkage should be with the external consultant associated with the change
from the beginning. The external consultant can help the IRPs through several
programmes as well as by giving them graduated readings. The linkage can be
established by the IRPs becoming members of some professional bodies like the Indian
Society for Applied Behavioural Science, and the National HRD Network.
fitabilisation of the role
It is necessary that the role is stabilised in the system through sharing of successes and
failurt:s of this role. The review of the IRPs work can be done from time to time by the
organ;~sation.
 Professional development Key Rola in
Managing Change
It is necessary to attend to the continuous professional development ofthe internal OD
facilitators. This can be achieved by helping the IRP attend some advanced
programmes, become a member of the professional organisations and work with other
organisatio~isin a helping role.

Implementation Team
The implementation team consists of a group of people from various departments or
areas of the organisation who are given the responsibility for monitoring, deliberating
and making neaessary recommendations from time to time. Such a team ensures
proper motivation of people tl~rougliouttlie organisation, and takes necessary steps for
effective implementation. This has been discussed at several places in this block. The
following are the main functions ofthe implementation team.
Collaboration building function
The i~iipletnentationteam helps to build collaboration amongst various sections and
departments of the organisation for the change programme. It should therefore be a
real team.every member having respect for the other, and collectively thinking and
. evolving a consensus in spite of differences of views. An effective team is one which
has representation of various expertise and diverse experiences relevant for the
change. And yet people are prepared to listen to each other and take collective
decisions which are not necessarily unanimous or by majority, although enough
consensus develops.
Gate-keeping function
The implementation team helps to keep the communication between those who are
planning and implementing change and the rest oftheorganisation open. This is done
by developing liaison between tlie various departments and sections of the
organisation. Since tlie team has representatives from such departments and sections,
it is able to carry various matters to the depatments and raise various questions there
it si~nilarly,carries back some feedback from the departments for discussion by the
imple~ne~itatio~l team.
Reviewing function
The implementation team reviews from timeto time the progress ofthe change
programme, and makes necessary adjustments in the programme so that the
implenientation becomes effective. The reviewing function is both to take stock as well
as to make necessary modification so that implementation is not hampered.
Policy formulating function
The implementation team, in the light ofthe review, makes necessary
reco~nmendations and formulates policies to ensure that the programme of change is
botli effective and smooth. This helps in making the change programme more realistic.

Chief Implementor
Organisational change has to be implemented and this need not be done by those who
are working in a particular area. I n fact it is better to make i~npleme~itation
indeperident ofthe fulictional reesponsibility in an organisation. Tlie chief implementor
is usually the chairman ofthe impleme~itationteam. But his responsibility is not
contined only to discussing the problems and making recommendations.He takes the
responsibility of monitori~igarid ensuring proper implementation. The main difference
between tlie role ofthe chief implementor and the implementation team is that agroup
car1 never take on executive responsibility. This can be taken only by an individual,
9
Role o f Change Agent andthe gr,oupcan help him to perform his function more effectively in several ways.
The following are the main functions ofthis role.
Monitoring function
Thc: chief implementor monitors the programme of change. He has to be a tough
person, a.go-getter so that he relentlessly keeps the programme on the schedule, he
ensures that the programme delsign that has been prepared and the time schedule that
has; been laid down are followed.
Di:agnos,ticfunction
From tirne to time the chief implementor looks at the programme to find out what is
preventing the smooth functioning and progress as planned. This is the diagnostic
function of the chief implementor, he collects the necessary information through
specially designed querstionnaires or through interviews and uses these to discuss
with the implementation team to be able to take necessary action for either modifying
the programme or for providing additional input for the proper progress of the
programme.
E8xecuttivefunction
The chief implementor has the responsibility of implementing the programme. This is
an executive function, it involves not only making recorr~mendationsbut ensuring that
action is taken on whatever has been decided. He mobilises the necessary resources
and works on the ilnplementation ofthe programme.
'The chief implernentor should be systematic in his approach, he should have great
concern for systematic plaqning and going into the details of the various steps
planned. At the same t i ~ he
e sllould be flexible. Ifthe chief implementor has his own
51. .+WS and ideas d,"d "-AS it difficult to accept other's points of view he would
I_

not make a good implementor. In one organisation, an otherwise very effective

implementor developed his own prejudices; and this resulted in unintended delay in
the implementation of the change.
The chief implementor needs to be creative and imaginative. He comes across several
problems and has to find solutions to them. He should search various ways of dealing
with the problems sometimes even unconventional ways. He should also be
resourceful, and should have an eye for the resources available in the organisation.
The chief implementor should have high acceptance in the system. His role requires a
high level or rapport with various persons in the organisations, so that lie can find out
their problems, and people feel free to talk to him. He should have high respect in the
system and should be known for his qualities for implementation, and for his concern
for -the organisation and for the people.

Task Forces
Thl: task forces are set up for specific purposes in order to prepare material, collect
information, generate ideas, and take specific responsibility which is time bound and
wh,ich is completed very fast. There may be many task forces, which get dissolved as
soon as a particular task is over. The task forces help in making use of the various
kinds of expertise and skills available in the organisation.
The six roles suggested above are involved both in the process and the task. However,
their emphases differ. For example, the corporate management and the consultant are
primarily contributing to the process. 'Their major function is to facilitate the process
sci that the necessary movement towards organisational change is possible. The
in~ternalresource persons also contribute to the process, although their preoccupation
%jriththe task increase. The most concern for and involvement in the task is by the
task forces and impleme~ltationteam. The chief implementor of the organisational Key Roles in
change is certainly involved in the achievement of the task, he is also involved in the Managing Change
smoothening of the process.
Although, every role is concerned with the process as well as with the task, the
difference may lie in terms of the emphasis. Some roles are primarily involved in the
process while others are in the task, it would, for example, be dysfunctional if the
chief executive or the corporate management are concerned directly with the task.
Similarly, the focus of the outside consultant may be on developing the necessary
u~lderstaridingthrough diagnosis and preparation of the recommendations. But the
involvement of the outside consultant in implementation ofthe task may not be useful,
it does not mean that the corporate management orthe consultants are indifferent to
the task or implementation ofthe recommendations. They are not directly involved in
action, nor do they take the major responsibility for implementation; they provide the
necessary climate and support. Figure 1 shows this.
'The figure also indicates the relative involvement in the process or task, that is likely
to make a role effective at different stages of the change process. At the initial phases
involvernerlt required in the process is greater than that in the subsequent phases when

The Sequential Process

Corporate Management ,
Consultant
VI

Counterpart
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p Chief ltnplementor
Y
Imple~nentation
Team
Task forces

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Figaure 1: Key Roles in Sequential Process of Organisational Change

gradually more involvement in the task will be possible. When the change process is
being started, all roles concerned with it should pay more attention to the process and
if is properly done, the task performance becomes easier. Towards the end all roles
can pay attention to the task. Moreover, the exhibit also indicates that, even towards
the end the top management has to be concerned with the process though the intensity
and time spent by them will be less. As a matter of fact the involvement of the top
management will be predominantly on the process only whereas that of the task force
would need to pay attention mainly to the emergent tasks. Ths relative focus ofthe
different roles in orienting themselves in this proportion of the process-task continuum
will be useful.

14.4 OTHER FORCES OF CHANGE

Organisations are vibrating with the forces of change. There are a number of other
forces of change that affect organisations.
11
Role of Change Agent 14.41.1 World Politics
The organizations in recent years have been driven by market boundaries rather than
political boundaries. International politics affects trade and business; countries
receive the status of favoured nations or sanctions are imposed on them. Economic
factors have become the cementing force in a highly divided world today. Some
countries which have been having strained relations for years have realised the value
of c;o-operationalco-existence and have united like North and South Korea, East and
West Germany and 21 countries had recently (2003) come together under a common
banner fix World Trade Organisation (WTO) negotiations at Cancun. The change
agt:nt ought to be sensitive and flexible to protect the interest of their country1
org;a~iiza~tions
with the changing world politics. The managers who would operate at
national, international and global levels need to have knowledge of products and
services that are covered under the WTO.

14..4.2 Technological Changes

Information and communication technologies have shrunk the distances across
countri~:sIorganisations. 'Technology' does not refer only to machinery, equipment
and tool. It is also concerned with information and knowledge as inputs are
transformed into outputs. The process of transformation involves a technology
therefore, choice of appropriate technology is a key factor for competitive edge in the
new environment. Internet and web technologies have given rise to virtual
corporations. It gues without saying that technology needs to be aligned with other
aspect!; of the organlsation.

14.4.3 Globalisatis~s. 8rt.i Government Policies

(3lobalisation affects an economy in a number of ways. With globalisation and
liberal isation, any organisations in any part of the world can manufacture, process
and sell its products1 services to any part ofthe world which is liberalised. The
busint:ss implications of globalisation are that a firm that had monopoly in a
particular country has now to compete with other international andlor global firms in
l.errns of quality of products1services and price. Many Indian firms, which did not
other to allocate enough funds for product innovations have lagged behind or
suffered. With the opening up ofthe economy, the market is flooded with a variety of
products at competitive prices. The example of 'ambassador' car would be
appropriate here, which hardly made any significant changes in its product design
whereas market needed a variety of cars with different features. A number of car
manufacturing firms took it as an opportunity and started offering a range of
cars -- economic and luxury. No wonder these firms began to eat into market share of
ambassador car consequently this particular firm suffered a great deal financially.
The change agent needs to be sensitive to developments in the field of their operation
and be proactive rather than reactive.
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14.5
- ROLES OF CHANGE AGENTS
The change agents generally play the following roles.

14.5.1 Role of External Change Agent

A number of external agents exercise influence on the organisation to change and
adopt strategies, which are socially, economically and environmentally viable. The
external change agents may be in the form of alIiances/bureaucrats/regulators.The
regulatory authorities, in the form of government or other autonomous body, create
policies and develop rules for giving future direction for industrial growth andlor
development of alternate sources of energy. In the present business environment Key Roles in
organisations are expected to have growth which is socially and environmentally Managing Change
viable and thus sustainable.
Governments are expected to play an important role in deciding and raising the
baseline (where it affects the environment adversely) for sustainabilitythrough
monitoring. In their role as change agents or regulators their action or inaction will
affect minimization or maximization of impact of legislation.Although the legislation
may be introduced these may meet with pressure from public and activist groups in
favour or against.

14.5.2 Internal Consultant

One of the important roles need to be played by a change agent is that of an internal
consultant. Mastering change is becoming an increasingly important role of a
manager. Managers need to have extensive understanding of the environment
surrounding their business and have fairly good idea about threats and opportunities.
Therefore, as an internal consultant helshe needs to monitor and scan external drivers
of change. The change agent ought to have a hard look at the companies' competitive
situation keeping in view its market position, technological trends and financial
performance. Having identified the drivers of change, the internal consultant needs to
establisll a sense of urgency within the organization. Any slip at this stage may cause
failure of the change process.

14.5.3 Internal Support to External Consultant

It is often observed that organizations engage an external consultant as an expert who
has fairly good knowledge about comparative business situation and has the
experience of handling change in a variety of organizations. In such a situation, the
consultant needs an Internal Resource Personls (IRP), who would act as facilitator/s
in implementatingchange. The IRP can be trained by the external consultant to
acquire skills for implementingchange. Alternatively the members of IRP can be
trained by established professional bodies to acquire people skills which are essential
for handling change.
It is to be decided by the management whether the (IRP) would be an independent
individual or a group drawn from different departments to constitute a task force to
function as IRP. While selecting the IRP members their knowledge level is to be kept
in mind. Development of IRP as a team is of immense importance for it to be effective
as change agent otherwise developmentof negative synergy would be determinantalto
organizational interest and may jeopardise the change process.

14.5.4 Community Activists

It is also observed that intellectuals, scientists and community activists play a vital
role In organisational or social change. Examples ofthis kind can be observed in
co~npellingthe concerned authorities to enforce legislation for prevention of
environment pollution by introducingcertification ofvehicles to be pollution free,
introduction of CNG as fuel and shifting of polluting industry from residential areas to
outskirts of the city. Colnmunity activists usually take up causes that affect society at
large and thus are instrumental in bringing about change.

14.5.5 Role of Leader

A change agent needs to have vision and dreams for the future of the organization. As
leaders they need to inspire a shared vision, a clear image of the future to take the
people along. To enlist people's cooperation they need to communicate at the level of
Role of Change Agent their constituents and speak their language. They need to inspire trust and make
people believe that they have their interest at their heart. They need to arise hopes in
people about exciting possibilitiesthe future would offer. In order to unite people
they need to forge unity of purpose, by expressing enthusiasm for the compelling
vision of organization. They need to challenge the status quo, which is ineffective,
and search for options and opportunities to innovate, grow and improve. As leaders
thley need to acknowledge and support new ideas, processes, products, services and
system:;. There is always risk in entering an unknown path. Therefore, risk-taking
artd experimentation are necessary attributes for leading change. Further, they need
to develop collaboration by promoting cooperative goals and developing trust among
people Delegation and power sharing would also be necessary to bring about
change. Finally, they need to recognise and appreciate individual contributions and
excellence and encouraging people to share and celebrate common success.
'There i.sa separate unit on 1e;dingchange, which will give the details of other
aspect:; of leading change.

11.5.61 Role of Organisational Management

One ofthe roles of initiating change would be that of management ofthe
clrganization. As the apex management group the organisational management can
perform two roles:
13volvingpolicy and legitimising change
'This can be done by bringing about policy change or planning and recommending of
planned change. For any change to be effective, active support of the top
!managementis essential. It is not only important for the management to have faith in
the new policy but their visible and external support throughout the change process is
necessary.
In the absence of it, the process slows down or becomes ineffective consequently the
change does not take place in its true form.
InstiltutionalisingChange
The process of change goes through an arduous path. There are spurts of growth and
decline. Ifthe process is long, people loose interest and enthusiasm. Therefore, it
becomes important for toplsenior management to keep energising the people with a
view to reviving and sustaining their interest in the whole process. It may also
involve reopening a dialogue between the external consultant and the people opposing
change
Twcl factors are extremely important in institutional change. They are:
i) The change efforts or the new approaches have helped in enhancing
performance and
ii) The initiative started by the management team is taken forward by the
successive management,
It has been observed that when a change champion retires, his successor finds it hard
to r1:sist pressures from v;wious quarters and things come back to square one. Thus
the renewal process, whichktarted a year or two ago disappears and the change
efforts fai 1.
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14.6 CREATING A LEARNING ORGANISATION
- - - - - - - - -- -- - - -

The best role a manager can play is to develop an organisation into a learning
organisation.Learning takes place in all the organisations whether consciously or
unconsciously. Most organisations learn through single loop learning, which involves
identification and rectification of mistakes based on past experience and existing
policies. In contrast a learning organisation adopts double loop learning method
which involves not only detection and correction of errors but also making changes in
organisational objectives, policies and processes so that such errors could be avoided
or eli~ninated in the future. Double loop learning challenges the ineffective traditional
assumptions and norms and provides unconventional solutions to problems for
substantive improvement. A learning organisation develops capability to adapt and
change. Maruti, TISCO and TATA Motors can be called learning organisationswhich
have adapted themselves to the changing business environment.

14.7 SUMMARY
In this unit the key roles involved in Organisational Change are explained. How the
Internal resource persons help consultants in bringing about change is described. The
main fi~nctionsof the implementation team and the role ofthe chief implementors are
explained.
Change is an inevitable aspect of organisational life. The changing business
enviroment requires managers to play the role of a change agent. Managers need to be
familiar with the drivers of change and the roles expected to be performed by them in
order to be effective as a manager.

14.8 SELF-ASSESSMENT QUESTIONS

1) Explain the key roles in organisational change.
2) How do the Internal Resource Persons help consultants in bringing about
change?
3) Explain the main functions of the implementation team.
4) Explain the role of Chief Implementor.

14.9 FURTHER READINGS

Dunphy, Dexter; Griffiths, Andrew and Benn, Suzanne, OrganisationalChangefor
Corporate Sustainability, Routledge: London, New York,2003.