In any organization who has done a

management change, handling and leading

people is the most critical and important part
which they have to faced.
Im saying like that because if an organization
failed to manage it smoothly the change will
not persist so long
According to the Kurt lewin one of well-known
psychologist in nineties,
There would be 3 steps to be accomplished to
stabilize a change. He emphasized that first of
all we had to break the status quo.
We called it unfreeze. For doing that according
to his theory we should improve driving forces
to overcome restraining forces.
In this scenario as we discussed earlier with the
SLG structural change,,
It was a natural thing negative feelings came to
the employees minds as we have to be
changed now:
From that it arouse some resistance to hinder
the unfreeze process.

Some managers, supervisors began to think

they will lose their power of authority which
they already had obtained at some level.
They didnt want to see any personal loses.
Some of workers subconscious influenced them
to think we have to give up our comfort
zones, friendly environment now,,,
Some people saw some good things of old
management but they could have never seen
before from it.
Employees saw their future as outsiders will
come and change their scope of work,
responsibilities, departments, and freedom of
work they had.
These thins stimulate their uncertainty of their
job security and provoke to consider about
alternatives.
On the other hand from the SLG party they
tried to emboss big picture rather than giving
one to one solutions.
They whitewashed them with showing huge
growth of the company to convince people as
you are going to be a part of huge group of
companies and pioneer business in srilanka,
and sooner it will be a global one also..
So you will be benefited diversified
opportunities in future.
By balancing those forces SLG started to
implement the business with changes. The
changes begin to action.
This is the process, once the members have
opened up their minds, the change could start.
This is where the changes become real. This is
the point most people getting struggle with
new reality and makes uncertainty and fear.
If this fails dysfunctional conflicts can be
aroused and absenteeism, employee turnovers
could affect to the company.
That means this is the hardest part to
overcome.
So in our case SLG got some advantage, actually
it was a ground support by they could agree
OTAR to staying with them as a director for
some time in transformation period.
So SLG contemplated to use her as a change
agent at some extent.
Although it wasnt succeeded thoroughly they
could manage overt and immediate resistance
like complaints, work slowdown and strike
threats if any.
Then they came to the stage of refreeze to
make the changes permanent. Make them
stick. For that they wanted positive short term
outcomes to build new strong SLG culture in
odal.

After taking ODA in 2014 they have moved 2

years so far. Within that period their journey to
acquire more market share of mass market in
fashion industry is being continued with
expansions.
But still they were not able to show a significant
positive impact in company growth in sales and
profits due to some facts. (we will talk later)
It demonstrates that there was a decline of net
profit in 2015 relatively to 2014 though they
were able to uplift their revenues.
Anyhow SLG is still continue their expansion of
the company . with that expansion and
development they are going to introduce ERP
system, which is at evaluating stage now..
and visual merchandising s technological
changes.
In addition to that they are maintaining new
carrier development programs to make people
synergy with SLG culture and enrich them with
skills.
Because eventually when we got all these
things together it is making a good culture.