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Managing Organisational Change through the Transition of Organisational Equilibrium

Preetam Khandelwal and G. M. Joshi
Indian Journal of Industrial Relations
Vol. 38, No. 1 (Jul., 2002), pp. 41-65
Stable URL: http://www.jstor.org/stable/27767823
Page Count: 25
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Managing Organisational Change through the Transition of Organisational Equilibrium
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Abstract

Organisational change is a subject that is deservedly attracting a lot of attention from managers and researchers alike. In this study a framework has been constructed for studying and planning change. This framework is in the form of a quantitative, dissipative equilibrium model of organisations. The model describes change as a transition of the organisation from one equilibrium to another as a result of complex dynamic intervariable interactions. A climate survey was conducted in 31 organisations. The sample included 20 employees from each organisation across three hierarchical levels. The items of the questionnaire used corresponded directly to selected model. Multiple regression analysis as well as analysis based on interviews with respondents of the questionnaires were conducted. The model has enabled the identification of relationships between the variables that characterise the organisation and its effectiveness. It can be concluded that the model does explain the complexity of the organisational equilibrium and shifts of equilibrium. It permits an analysis of change processes that appear to be conceptually sound. This provides a valuable tool for managers and change agents to plan change interventions.

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