TOWARDS ORGANIZATION CHANGE AND DEVELOPMENT IN COOPERATIVE
No one can escape change, particularly Manager of cooperative organization. How do managers cope with the inevitable barrage of change that confront them daily in attempting to maintain organizational change and development excellence\ If leaders of cooperative like, President and vice-Presidents are to be effective,they can no longer be consent to let change occurs as it will. They must be able to develop strategies to plan, direct and control changes. The Indian cooperative banking experience shows very little documentation on the process of change; the results of change and its is necessary to organize studies to understand how the unlearning, motivation to change and mediation through individuals has been managed. In cooperatives involve two factors responsible for organizational change and development.
External Factors of Change :
External forces for change include factors such as Government laws and regulations, technology,social and economic change and change in cooperative system. New equipment's; members expectations charge in an upward direction heighten standards of product quality can significantly influence cooperative organizations. A fall or rise in supply of controlled and non-controlled commodities through consumer cooperatives, raw material price for weavers, Spinning Sugar Mills,currency fluctuation in Cooperatives Bank (DCCBs, SCBs,Higher financing agencies like RBI,NABARD), import control and new markers will have profound impact on business activities depends upon the credit/non-credit cooperative organizations.
Internal Factors of Change :
The internal triggers to change generally comprise technology, organization structure of cooperatives, people (Members) and task. The option of revising organizational structure includes lines of communications, reward system, delegation of authority, de-centralization and such like changing the human aspect of organization is a popular change strategy modifying attitudes beliefs, values and behavior.
Resistance for change :
In cooperative organizations General Managers, Deputy General Managers and the key function areas responsible for the instruction and management of organizational change. The strategy consists of moving the status quo in the direction of effective change by using managerial skills as a pressure for transitions. Most of these come under increasing staffs awareness of the external and internal pressures for change and hoe these pressure fit in link corporate objectives and encouraging individuals to lower their resistance to change by creating an atmosphere of trust. So the change is implemented and becomes operational activity. It is institutionalized and becomes and inherent part of the cooperative organizations culture and operation. Indian Farmers Fertilizes Cooperative Limited (IFFCO), AMUL and TUCAS,Salem Cooperative Institutions where the transition was very smoothes, humane, totally professional and without any identity loss.
Imprint Issues for Cooperatives :
The important issues which emerge in the management of change and related do the participate process and the corporate culture of cooperative. It is necessary to think of developing the institution of the participation practices system as consultations. Also as a participative process system make change and effective change not only possible and viable but vulnerable. Strategy for implementation of change depends upon cooperative culture and it always has three dimensions.
a)Training, Orientation seminar, Role, Clarity session - all aimed at improving cognitive awareness, development of reasonably good understanding leading ultimately to effective management of change.
b)The reward system alongwith a precise and scientific personnel policy of cooperatives which results in making a new structure, new system, new responsibilities and roles more effective in the management of change.
c)The concept of segmentation and finer definition of sub-segments ultimately make the change manageable and effective.
System Approach on Cooperatives :
A system perspective is required. A systematic change will result in changing the culture of the cooperative. The management of charge will be facilitated in the present of the charge will be facilitated in the present dynamic world if the institution of trustee ship, the institution of consultative practices system, the institution of rational decision making and the institution of training and retaining are made part and parcel of corporate living of cooperative organization. This will enable one to have a new profile of an emerging manager and a new image of the cooperatives.
Minimum Conditions for Development of Cooperative :
* Adequate unfreezing
* Top team commitment
* Measurable objectives
* An experience of early success
* Line control, trust and candour
* An external change agent
* Competent and insulated internal staff
* Scientific conception framework
* Team Training
* Flexible plan and appropriate rate of change
Guidelines for Organizational Change In Cooperatives :
1) Maintain an overview of the dynamic and long-term process of change and appreciate that major change takes time.
2) Recognize that the transition process need not to be marked by a continual improvement from beginning to end.
3) Be aware of and understand the context in which change takes place.
4) Ensure that change strategies are culturally sensitive and do not under estimate the strength of existing cultures.
5) Affirm that the substance of change is fully understood.
6) Train staff in the use of new equipment techniques or procedure.
7) Ensure senior management commitment and support.
8) Develop a committed and cohesive local management team.
9) Ensure that supervisors are part of major change programme.
10) Gain trade union support.
11) Spend time developing good employee relations.
13) Provide appropriate funding arrangements.
14) Take a total organizational approach to managing transitions.
The general analysis relating to cooperative organization structure and development applies move to bank and financing of cooperative fold. In fact, utility of these tools will be valid in case of financing cooperatives. It is hoped that these institutions will optimize their organization structure and development patterns. Change needs to be managed as an ongoing and dynamic process and managers must act as leaders of change.