A.1 Dimensions of Structure According to Robins, organizational structure has three dimensions.

Formalization Formalisation refers to the degree to which the activities, policies, measures, instructions are carried out and how they are defined, mentioned, and standardized in an organisation. The degree of formalisation is higher when compared with the degree of division of labour, the degree of departmentalisation, the degree of span of control, and the level of delegation of authority. Some of the benefits of formalisation are as follows: Formalisation cuts-down the irregularity in the organisation as the activities are standardised. Formalisation increases coordination as the activities are distinct and specified which ultimately leads to an effective coordination between the managers and the employees. Formalisation reduces the operation cost of the organisation. Formalisation reduces conflicts and uncertainties as most of the activities are standardized. Though formalisation is beneficial, it is not away from criticisms. Some of its criticisms are as follows: As most of the activities are standardised, there is no scope for creativity and flexibility. It is difficult to change the rules that are followed in the organisation. If any new rules are formed and implemented, employees struggle a lot to cope up with it. Though formalisation has certain limitations, it is used in many organisations as it effects in smooth and effective running of organisations. Also, it builds good relationship and efficiency within the organisation. Centralization Centralization refers to the degree to which decision-making is given importance in the organization. Centralization is one among the fourteen principles stated by 2Henry Fayol. His principle says Diminishing the role of subordinates in decision-making is centralization and decentralisation is the opposite of centralization. In centralization, control and decision-making are made by the top level of management but they have less power. It is impractical to have absolute centralization as it would deprive subordinates based on power, authority and duties. The concept of centralization plays a major role in the survival of small organizations as they face competition in the market. Importance is given to decentralization only when there is larger organization as decision making has to be placed in the centre of the operating level. It is because of the complexity of industries in terms of size, interdependence of work flow, complex tasks and physical barriers

within and among groups. Decentralization pushes down the authority and power of decisionmaking to the lower levels in the organization. However, it is a systematic effort to hand over power and authority to the lowest levels. The concept of decentralization can also be related to fundamental principles of democratic management as every individual gets justified admiration for their worth. Complexity Complexity is referred to the differences among jobs and divisions. Complexity highlights the degree of differentiation that exits inside the organization. Complex organizational structure comes into force because of variety of jobs and divisions within the organization. As it is very complex, the management of it becomes very difficult and boring. Complexity of the organization also refers to the degree of management, communication and control within the organization. Based on complexity of activities within the organisation, there are three types of differences. If the differentiation is higher, higher will be the complexity. Differentiation: It refers to the total number of dissimilar units at the same level in the organisation. Examples: Specialisation, departmentalisation. Vertical differentiation: It refers to total number of levels in the organisation. It reflects the depth of hierarchy in the organisation. The hierarchal increase will improve the complexity in the organisation. By this coordination and communication becomes difficult as they are he important factors of working. Spatial differentiation: It refers to a degree to which location of units and the personnel s are distributed. This increases the complexity of organisations in multiple locations as coordination and interaction becomes difficult in the organisation. All these dimensions contribute a lot to efficiency, centralisation, specialisation, centralised authority of functional departments, and monitors span of control. Therefore, all these dimensions are vital and integral part of the organisation to run successfully and economically.

A.2 Role of Leaders in Change The leaders play an important role in the change management. The leaders at different levels in the organisation will have different roles to play. The leaders work towards achieving the goals in the organisation. Whenever the leaders are planning to manage change, it is necessary to follow few principles. They are: Different people react in different way for the changes. Everyone has fundamental needs that have to be met. Change often involves a loss, and people go through the "loss curve". Expectations need to be managed realistically. Fears have to be dealt with.

Main roles of a leader in change According to Senge, Leadership occur at different locations in an organisation. Some leaders have the traditional hierarchical leadership they are more formal. Some local leaders have to transfer the vision into an action. Network leaders have the job of connecting different parts of an organisation that are involved in the changeBate4 has given the list of roles of leaders according to his idea of five dimensions of cultural leadership. The five dimensions are: 1, The aesthetic culture deals with the ideas about the change. This is the sensate, ideational and idealistic culture. This is the species culture. 2, The political culture deals with the meaning of change and involves putting ideas into the words. This gives the ownership to that political idea of the community. 3, The ethical culture deals with the standards in the change and involves the guiding of learning process. This involves some ethics that have to be followed in the organisation. 4, The action culture involves the translations from cultural meanings into the cultural practices. This involves the practices that are followed around in the environment. 5, The formative culture deals with the structures those are in change. This involves the architecture of culture. This involves the structures around the change. The role model leader provides the confidence to manage the change process and demonstrates some of the characters which play an important role in the change process. They are:

Wider context: The leader has the ability to deal the changes in wider way since it is not only limited to the organisation strategy but it is spread to the team, division and the organisation. Empathy: The leader has the ability to see others and understand and acknowledge others for managing the change process. Communication or being straight: The leader communicates directly to the people about the present and future changes and keeps the people well informed. Leader communicates both the good and the bad news with the people. Leader will be honest in terms of the change and the consequences of the change on the individual as well as the team. Counselling: The leader counsels the individuals who are undergoing change and respects the individuals change by understanding their emotions. Challenging: The leader identifies the unacceptable attitudes and behaviours and suggests for the acceptable attitudes and behaviours and maintains the comfort among the individuals and groups. Involving: The leader encourages the individual and team to involve fully in the change process and make sure that the change is successful. Reframing: The leader has the ability to see the situation from different perspectives and encourages others to do in the same way. This helps to create solutions in order to put the situations in a coherent framework. Enable learning: The leader enables the people to learn new skills, gain knowledge and the behaviours. Reviewing: The leader ensure that the certain reviews are done on regular basis for the proper management process. Recognitions set a positive environment so it is necessary to give positive feedback for the individuals as well as the group when they achieve their objectives.

A.3 Challenges in Implementing Successful Change There are many challenges that have to be addressed for implementing the change. It is human tendency to resist the changes since the change require learning new skills when we are very much comfortable with the old rules. There are many challenges that have to be faced by the organisation that have to be implemented by the organisation. They are: There is more competition from other countries in the market of today. In this situation we have to look with our organisation whether the organisation is able to cope with the market after implementing the change. There will be some socio, economic problems like the resource allocations and the impact of the resource allocation like depletion of resources on the environment. There are some changes may effect the life style of the people. There may be extra effort that is needed in the case of change process. There is a need to learn about the learning of new skills in the case of implementation of change that has to be carried out. There are many theories that explain why the people resist the change even when there is a necessity for the change. The resistance to change is the major challenge that is faced in all the organisations of todays world,

Resistance to change can be averted via some factors. They are: Commitment: From the top level authorities in the organisation to the low level authorities, each employee has to commit for the plan. This begins at the top so that it shows the good leadership. A change mandate: it is necessary to tell the employee in a very convincing way that the change is necessary and it is not a choice. Input: Any employee who is going to undergo the change must be given an opportunity to raise their queries in the respected way. Accountability: Every individual those who are involved in the change process are responsible for implementing their own individual change activity. If they do not meet that responsibility then they may have to face some consequences. Rewards and celebrations: The successful implementation in the organisation should be well acknowledged. The organisation as a whole should honour the successful implementation.

Evaluation: The Examination of the implementation is carried at the regular intervals for the success of the organisation.

Whenever a change takes place in an organisation, the personal compact, that is, the relationship between the employers and employees gets affected.

The personal compacts are of three types, They are: The formal compact: This involves the formal basic tasks and performance requirements as defined by the documents of the company like job descriptions, employment contracts and performance agreements. The psychological compact: This involves the trust between the employee and the employer. This is needed for the better achievement of the individual as well as the company's objectives. The social compact: This involves the employee's opinion about the culture of an organisation and the success of that organisation.

Change usually destabilises the relationship between the employee and the employer, since they will not be comfortable with these changes. These will cause the resistance to change. It is not simply the new idea that causes the resistance to change. As soon as the change is announced in the organisation, many employees will adapt some tactics to protect themselves. The position of the employees in the organisation will be: Argumentative: There are some employees who aggressively challenge against the change which is necessary. This is the time waster and it opposes the critical objectives that have to be met. The employee must agree that every idea is worth of consideration. We need to ask some suggestions from the employees those who challenge the change. Avoidance: Some managers and the members of the leadership team will simply avoid the change without refusing the change process. This is done by showing some kind of avoidance like not attending the meetings, denying the resources, or withholding the feedback. Leading the change is difficult in this as it requires the time and money for the change process management. Distraction: Many employees in the organisation show this type of attitude by showing some diversions during the change process that definitely reduce the effort. A distracted individual shows this by not involving physically as well as mentally in the change process.

A.4 Requirement for Making Organizational Change The requirements for making successful organization change involve the five stage process in managing the change. These five stages are commonly present in all the models. These five stages are: 1. Motivating change: This phase includes the readiness that is created for the client organisation and it also defines the approaches that are developed to overcome the resistances that are faced during the change process management. This phase includes few important guidelines. They are: Informing the whole organisation about the need for change. Explaining the status of the organisation about where it is now and where it needs to be in the future. Developing the approaches to develop the changes. Having knowledge about chances of resistances of many employees in the organisation because of various reasons.

2. Creating vision: Leaders in the organisation need to give a clear vision which describes the effort that is required to achieve the goals. Two important factors of vision that are to be kept in mind for this phase are: The vision has to give a clear idea about how the achievement of the goal improves the organisation. The realistic nature of the vision.

3. Developing political support: From a political perspective, Organisations can be seen as loosely structured coalitions of individuals and groups having different preferences and interests. Usually the political behaviour in an organisation is going to increase when there are no rules and regulations available in the organisation to govern the activities. When there are no rules and regulations the individuals develop their own rules. The rules made by the individuals are self serving and these individuals reach to higher level.

4. Managing transition: This occurs when the organisation wants to make the actual transition from the current state to future state. This phase is called as the implementation of the action plans. This includes many of the activities. For example, Creation and modifications of major structures and processes in the organization. 5. Sustaining momentum: This is the most difficult phase in managing the change. The change effort has a lot of hurdles in between the change management process. For example: Strong effort from members of the organisation, sudden removal of the key leader, drastic decrease in the sales. Employee performance management system plays an important role. This role includes the setting goals, sharing feedback about the accomplishment of goals, rewarding the behaviors that are helpful for the successful accomplish of the change and addressing the performance issues.

A.5 Recognizing Resistance of Employee to change It is important to be able to spot the resistance to change when it occurs rather than get surprised when the change mysteriously fails. Identifying the same will help you to respond appropriately to it. This is one of the biggest challenges faced by the change managers. If you can catch the resistance early, it will then give you a chance to respond to it before it takes hold, hence, effectively nipping it in the bud. Let us first look into some of the early signs of resistance. These can be in the form of: Gossip When a change is announced, the tom-toms will start beating loudly and the grapevine will bear fruits of much and varied opinion. Keep your ear to the ground so as to know what is being said around the coffee points. Listen particularly for declarations of intent and attempts to organise resistance. Grumbling and complaints are natural ways of airing discomfort, so you should not try to squash it as this will anyway lead you to failure. The biggest danger happens when it is allowed to ferment in an information vacuum. Respond to the gossip by opening it up, show that you are listening to the concerns and that are taking them seriously. Providing lots of valid information will help to fill the vacuum. Testing Just as a high school class tests a teacher's ability to maintain discipline, so will some brave souls test out what would happen when they resist the change. An example, the resisters may not turn up to a meeting or may openly challenge a decision. How you deal with such early resistance has a significant effect on what happens next. For example, you can shout at them and hurt their sentiments, or you can take an adult position, describe what they have done and assertively question their motives. Resistance to change can occur in two ways, namely: Individual action. Collective action. Gossip. Testing.

Individual action Individuals, may resist, however, this is generally limited to the extent of their personal power. For those with a lower power, this may include passive refusals and covert action. For those with more power, the resistance may include open challenge and criticism. An individual action must be handled individually. It should be started with those who possess a greater power and then the message gets automatically conveyed to those below. Collective action People generally do not bother of organising unless and until they have serious issues with the change. This gives rise to what is known as organised resistance. Organised resistance is usually a sign of a serious problem. When these people find a common voice in the organised resistance, then their words and actions could create a significant threat to the change, even though they might be individually less powerful. Care should be taken while managing the collectives. It should be done by negotiating with their leaders rather than dealing with a myriad of smaller fires. You may be needed to make some concessions, but you can see to it that at least at the end of the negotiation you should be able to rescue some key elements of the change. You can also use the 'divide and conquer' approach, by striking deals with the individual key players; although this must be done carefully as it can cause a serious backlash. we can conclude that resistance to change is basically expressed in two ways. These include: Covert resistance. Overt resistance.

Covert resistance Covert resistance is the deliberate form of resistance to change, but done in a manner such that it allows the perpetrators to seem as though they are not resisting. Covert resistance should be handled by showing that you know what is happening and investigations should be so designed so as to identify the people responsible. When the resistance is covert in nature, you may also be required to resort to covert methods to identify the source and hence take appropriate action. An example of covert resistance being expressed can be through the sabotage of various kinds. Overt resistance Overt resistance does not try to hide, as it is the result of either of someone comfortable with their power, or someone for whom covert acts are against their values, or someone who may be desperate.

Deal with the overt resistance by first seeking to respond openly and authentically. If they are blindly resisting, then you will be left with no alternative but to defend, for example by isolating and disciplining the culprits. Although overt active resistance is potentially damaging, it is at least visible and there is the option of using formal disciplinary actions. An example of overt resistance being expressed can be in the form of an open argument such as refusal or attack. Another aspect of the overt resistance is that it does not necessarily need to take positive action as in some cases it can be passive. Let us read further to understand how overt resistance can be further classified. Overt resistance can be expressed through two types of actions.

They are: Passive resistance. Active resistance.

Passive resistance Passive resistance occurs when people do not take any specific action. Their main tool will be to refuse to collaborate with the change. They may agree and then do nothing to fulfil their commitments. This could become very difficult to address, as the resisters would have particularly not done anything wrong. One way to address this is by getting the public commitment to an action, and by following it up publicly if required. This will ensure that they complete the action. This process should be repeated until they are either bought in or they give in. For example, during meetings, they may sit quietly and appear to agree with the change. Active resistances Active resistance occurs when people take specific and deliberate action to resist the change. It may be made overt, with public statements and acts of resistance, or it may be made covert, such as organising others to create an underground resistance movement.

A.6 Change management has become a top priority for business executives today. How you manage change in your business will determine your success. Change is something that forces an organization to advance in a market, reach business goals, and be more efficient. However, change is unavoidable in todays business environment. The managers and organizations have a choice: to be controlled by and be reactive to changes or be proactive and manage the change process. Both managers and employees perspectives for change must be considered here. These two perspectives of change management are referred as: Organizational change management. Individual change management.

The knowledge and skills required to manage change comes from the two perspectives of change: the managers and the employees. Organizational change management is the management of change from the perspective of managers or project teams, and individual change management is the management of change from the perspective of employees

Change management cannot be done by one person. It requires a system of actors all moving in harmony to help employees to understand why the change is happening, get them familiar with the change and finally ensure that they adopt the changes required in their dayto-day work. Only by understanding the roles, which supports effective change management, you and your projects can be successful. The five roles related to change management are: Change management resource/team. Executives and senior managers. Middle managers and supervisors. Project team. Project support functions.

Among all the roles mentioned, two of the roles have direct contact with the employees. They are executives and senior managers, and middle managers and supervisors. These two are employee-facing roles because they are the people that employees want to hear from. The other three roles-change management resource/team, project team, project support functions do their work behind the scenes. They create and apply the plans that are executed by employee-facing roles. Change process involves a number of individuals, and important among them are change agents, change makers, and change leaders, so the task of managing change is not an easy one.