What is Organisational change?

Organizational change in OB refers to the process of modifying an organization's structure,

strategies, processes, culture, or technology to improve efficiency, competitiveness, and
adaptability. It involves planned or unplanned transformations that impact how an
organization operates and how employees behave.

Features of change

1. It results from outside and inside forces.

2. A change in any one part of organisation effects the whole organization. For example any

change in production department will effect the finance department, marketing

department, personal department and other departments.

3. It effects all the parts in the organisation but at varying degree of significance and at

varying speed.

4. It may effects people, structure, technology, working process, work environment,

organisation policy and other elements of organisation.

5. Change is inevitable.

6. It is a continuous phenomenon. Oganisation has to manage it.

7. It has two terms associated with it, directive(implementation by top down management)
and participative (involvement of those parties of organization which are impacted by
change);

8. It can be incremental (gradual small changes) or step (radical shift from current processes
to newer owns);

Levels of Change

1. Individual Level Change: Change that affects a single employee’s behavior, skills, attitude,
or performance. Here the purpose is to improve individual productivity, skills, or job
satisfaction.

Examples:

An employee is trained to use a new accounting software.

A manager adopts a new leadership style after feedback.

2. Group Level Change: Change that impacts a team, department, or workgroup. Group has
powerful influence on Individual. Informal group and formal group may resist for change.
Effective implementation of change at the group level can overcome resistance at the
individual level. Purpose is to improve teamwork, communication, or departmental
efficiency.

Examples:

A sales team is restructured to target a new market.

A department adopts a new workflow or process.

3. Organizational Level Change

Large-scale change that affects the entire organization. For example Change in goals and
strategies, entry to new business, change in management, Joint venture, merger. These big
changes in the organisation are required to adapt to environmental changes. The purpose is
to align with market trends, improve competitiveness, or implement strategic goals.

Examples:

The company changes its mission or vision.

Merger with another company.

Why there is need for Change?

Change is an important characteristic of organization. An organisation must adapt with the

environment otherwise it is left behind. It is important for organisation to assess the dynamics
of external environment as well as internal environment. For better performance of
employees, employees should change by incorporating improved methods of work in their
working style. They require training and change in other work practices. Market conditions
are also changing very fast as the needs, desires and expectations of customers are changing
frequently. Similarly management also has to follow social norms due to spread of education
in society. This requires for change in earlier traditional methods and orthodox thinking of an
organisation. In organisation, technology is very crucial today and is changing very fast, so an
organisation has to adapt itself with new technology. Due to globalization no organisation can
work in isolation. It has to change according to global world. There are also some changes
required due to some emergency. For example due to Coronavirus, new way of online teaching
is evolving in place of class room teaching. Change is also done by change in management as
new manager brings his own ideas and way of working and prefers his own team. Change is
also required to correct the existing deficiencies of existing structure.

Causes of Resistance to Change OR Factors for Resistance to Change

A. Individual factors or causes

1. Fear of Economic Loss:

People worry that changes in the organization might lead to losing their job, getting paid
less, being demoted (lower rank or position), longer working hours, more work with less
rewards etc. so they resist changes.

2. Obsolescence of Skills:

New changes may require new skills. If someone doesn’t have those, they may fear:

Their current skills will become useless

They might lose their importance in the job

3. Attachment to the Status Quo:

Some people don’t like change because of the following:

They are used to the old way of doing things

Changing habits makes them uncomfortable

They feel safe and happy with how things are

4. Fear of the Unknown:

When employees are unsure about how a change will impact their roles, responsibilities, or
job security, they may become anxious. This fear stems from a lack of knowledge or
experience with the new system, process, or technology.

5. Ego Defensiveness:

Some changes make people feel like:

Their authority or ability is being questioned

They may be forced to admit they don’t know something So, they resist to protect their self-
respect

6. Peer Pressure:

If a significant number of employees are opposed to change, individuals may conform to

group resistance, even if they personally do not mind the change. Social influence plays a
major role in shaping workplace attitudes.

B. Organisational Factors

1. Organisational Structure:

This is about how a company is arranged—who does what, who reports to whom, and how
communication happens. If the structure is too rigid or complicated, it can block or slow
down change because: People may not know whose responsibility the change is. It may take
too long to get approvals or decisions.

2. Resource Constraints:

When a company doesn't have enough resources like money, staff, equipment, or time, it
becomes hard to implement change.

Example: Even if the company wants to bring in new technology, it can't do it if there's no
budget or trained staff. So, they must find creative ways to make the best use of what they
already have.

3. Threat to Power and Influence:

When change happens, people in power (like managers) may feel like their control or
authority is at risk. They may fear losing their position or importance.

Because of this, they may resist change to hold onto their power.

4. Sunk Costs:

"Sunk costs" are past expenses (like time, money, or effort) that cannot be recovered.

Sometimes, organizations don’t want to change because they’ve already invested a lot in the
current way of doing things.

Even if change is better, they struggle to accept it because they don’t want to feel like those
past efforts were wasted.
This is called the “sunk cost fallacy.”

Ways to Overcome Resistance to Change

1. Effective Communication: Clearly explain the reason for the change, the benefits for
employees and the organization, the expected timeline and steps involved, How employees’
concerns will be addressed, Transparency reduces uncertainty and fear, making employees
more open to change.

2. Involvement and Participation: When employees are involved in decision-making, they

feel valued and more in control. Encourage participation through Feedback sessions, Pilot
programs, Open discussions where employees can suggest improvements.

3. Leadership Support: Managers and leaders should actively support and model the
change. Employees look to leaders for guidance, so a positive and confident approach from
leadership can influence attitudes toward change.

4. Training and Development: Providing skill-based training programs helps employees gain
confidence in handling new systems or processes. Training sessions should be Hands-on and
interactive.

5. Address Concerns: Organizations should create a safe space for employees to voice
concerns and respond to them with One-on-one discussions, Team meetings and FAQs or
help desks to clarify doubts etc.

6. Gradual Implementation: A phased approach allows employees to adapt over time.

Instead of making abrupt changes, organizations can Roll out new processes in stages,
provide test runs before full implementation, allow for flexibility and adjustments as needed.

7. Incentives and Rewards: Recognizing employees who embrace change can encourage
others to follow. Rewards can be:

Financial (bonuses, raises).

Non-financial (recognition in meetings, promotions, extra time off).

8. Cultural Adaptation: Change should align with the company’s core values and culture. If
the change conflicts with the established workplace culture, resistance is likely to be higher.
Organizations should integrate new changes in a way that complements existing values.
9. Encourage Open Dialogue: Organizations should foster a culture where employees feel
comfortable expressing their concerns. This can be achieved through Regular team
meetings, Anonymous suggestion boxes, Open-door policies where employees can speak
with leadership directly.

10. Monitor and Adjust: Continuous assessment of the change process helps identify issues
early and make necessary adjustments. Leaders should:

Gather feedback from employees.

Track performance metrics to see if the change is effective.

Be open to modifying the approach if resistance remains high.

Organisational change – Type OR Factors in planned change

1. Technology-Related Change: This type of change involves adopting new technologies,

upgrading systems, or automating processes to enhance efficiency and productivity.

Examples:

A manufacturing company replacing manual labor with robotics for faster production.

A bank introducing AI-based chatbots for customer service instead of human

representatives.

A company shifting from traditional paper-based record-keeping to cloud-based digital

systems.

Impact:

Increases efficiency and accuracy.

Reduces labor costs but may require employee retraining.

Can face resistance if employees fear job losses.

2. Task-Related Change: Changes in job roles, responsibilities, and work processes to

improve productivity, efficiency, or quality.

Example:

A hospital implementing a new patient management system, requiring nurses and doctors to
follow different documentation procedures.
A company introducing Agile methodology, changing how teams collaborate and complete
projects.

A retail chain adopting self-checkout kiosks, altering cashier roles.

Impact:

May improve workflow and reduce inefficiencies.

Requires proper training to ensure employees can adapt.

Some employees may struggle with new processes.

3. Structure-Related Change

Changes in the hierarchy, reporting relationships, or departmental structure within an

organization.

Example:

A company shifting from a centralized to a decentralized management structure to empower

regional offices.

A merger between two firms leading to departmental restructuring and layoffs.

A startup moving from a flat organizational structure to a more hierarchical setup as it

grows.

Impact:

Can improve decision-making and accountability.

May lead to employee uncertainty if roles and responsibilities are unclear.

Can cause resistance if employees fear losing authority or status.

4. People-Related Change: Changes focused on employee behavior, skills, attitudes, or work

culture to improve performance and collaboration.

Example:

A company launching diversity and inclusion programs to foster a more inclusive workplace.

Leadership training programs to develop managers into better leaders.

A firm implementing mental health initiatives to improve employee well-being.

Impact:
Enhances employee engagement and motivation.

Can be challenging if employees are unwilling to change their behavior or mindset.

Requires long-term commitment to be effective.

Kurt Lewin's Theory of Change

Or Kurt Lewin's 3 step change model

This theory is one of the most influential theory for understanding organisational change
Lewin proposed the following phases for systematically implementing the process of change
1. Unfreezing - Preparing for a desired change (preparing employees)
2. Implementing change - implementing the desired change
3. Refreezing - Solidifying and adopting the desired change

1. Unfreezing - This is the first stage where the organization recognizes the need for
change. The goal is to prepare the organization by breaking down the existing status
quo before building up a new way of operating.

In this phase, organisation communicates about why the change has to occur. Individual are
asked to leave their old ways and methods of behaviour. Address employee concerns with
honesty and transparency.
Example:

A traditional company realizes that its manual accounting system is outdated and inefficient.
Management conducts meetings, shares data, and discusses how adopting an automated
accounting system will improve performance. This stage involves creating awareness and
motivating employees to accept the change.

2. Implementing the change - In this phase the person is asked to adopt the behaviour
according to the change which are proposed.

Employees are encouraged to adopt changes

Organise change management workshops and sessions for change management

Communicate widely and clearly

Example:

The company starts training employees on new accounting software, sets up the system, and
begins to phase out the old manual process. Support systems and technical help are made
available during this phase.

3. Refreezing - In this stage employees are asked to stabilise the changed behaviour and
make it relatively permanent.

Include the new changes in organisational culture

Offer training, support and communication for both the short and long term.

Employees are told that this change is permanent and fix it in their mind and stabilise that.

Example:

The company establishes new accounting policies based on the automated system.
Employees are evaluated based on the new processes, and continuous training is provided.
The new method becomes the standard way of working.
 ORGANISATIONAL CULTURE

Organizational culture refers to the shared values, beliefs, norms, and behaviors that define
how people in an organization interact and work. It influences the way employees think, act,
and make decisions in the workplace.

There are thought to be four main types of organizational culture — including clan culture,
adhocracy culture, hierarchy culture and market culture

Characteristics/ features of organisational culture:

1. Innovation

Organizational cultures that prioritize innovation encourage employees to take risks,

experiment with new ideas, and find creative solutions to challenges.

This characteristic fosters a dynamic environment where continuous improvement and

adaptation are valued.

For example, companies like Google and 3M are renowned for their innovative cultures, where
employees are empowered to innovate freely within structured frameworks.

2. Attention to Detail

Cultures emphasizing attention to detail prioritize precision, accuracy, and thoroughness in

work processes.

This characteristic is particularly crucial in industries where quality and reliability are
paramount, such as manufacturing and healthcare.

Organizations with a strong attention-to-detail culture ensure that tasks are completed
meticulously, minimizing errors and enhancing operational efficiency.

3. Emphasis on Outcome

A culture that emphasizes outcomes focuses on achieving results and meeting goals rather
than simply following processes.

This characteristic encourages employees to be goal-oriented and accountable for their

performance.

Organizations with an outcome-oriented culture set clear objectives, measure success based
on results and reward employees based on their contributions to achieving these outcomes.

4. Emphasis on People

Cultures that prioritize people emphasize employee well-being, development, and

empowerment.
This characteristic fosters a supportive work environment where employees feel valued,
respected, and motivated to contribute their best.

Companies like Southwest Airlines are known for their people-oriented cultures, which
prioritize employee satisfaction and engagement as critical drivers of organizational success.

5. Teamwork

Organizational cultures that promote teamwork emphasize collaboration, cooperation, and

synergy among employees.

This characteristic encourages employees to work together towards common goals, share
knowledge and resources, and leverage collective strengths.

Teamwork-oriented cultures enhance communication, decision-making, and problem-solving

capabilities, leading to higher productivity and innovation.

6. Aggressiveness or Competitive Orientation

Cultures with a competitive orientation foster a drive to outperform rivals and achieve market
leadership.

This characteristic organizational culture encourages employees to be ambitious, assertive,

and results-driven.

Organizations with a competitive culture often set challenging goals, reward high
performance, and encourage healthy competition among employees.

Companies like Microsoft exemplify competitive cultures known for their ambitious goals and
aggressive pursuit of market dominance.

7. Stability

Stability-oriented cultures prioritize consistency, predictability, and adherence to established

rules and procedures.

This characteristic is crucial in industries where regulatory compliance, safety, and risk
management are paramount, such as banking and aerospace.

Organizations with a stability-oriented culture ensure operational reliability, minimize

disruptions, and maintain long-term sustainability.

8. Customer Orientation

A customer-oriented culture highly values understanding and meeting customer needs and
expectations.

This characteristic encourages employees to prioritize customer satisfaction, deliver

exceptional service, and build strong client relationships.
Companies like Zappos are renowned for their customer-centric cultures, where every
employee is empowered to exceed customer expectations and drive loyalty.

9. Adaptability

Cultures that emphasize adaptability are flexible, responsive, and capable of quickly adjusting
to changes in the external environment.

This characteristic is essential in dynamic industries characterized by rapid technological

advancements and shifting market conditions.

Organizations with an adaptable culture encourage innovation, agility, and continuous

learning among employees to stay ahead of competitors and seize emerging opportunities.

10. Ethical Standards

Organizational cultures that uphold ethical standards prioritize integrity, transparency, and
ethical decision-making in all business activities.

This characteristic builds trust with stakeholders, enhances corporate reputation, and
mitigates risks associated with unethical behavior.

Companies with a strong ethical culture establish clear ethical guidelines, provide ethical
training to employees, and hold individuals accountable for upholding ethical principles.

Elements of organisational culture

1. Visible Elements – These are aspects of an organisation that can be easily seen by
outsiders. Examples include:

Dress Code – The way employees dress, such as formal or casual attire.

Office Setup – The way the workplace is designed, like open spaces or cubicles.

Activities – Events, meetings, and celebrations that happen regularly.

Example: Some companies require formal business attire (e.g., banks), while others allow
casual wear (e.g., tech startups like Google).

2. Invisible Elements – These are internal aspects that are not visible to outsiders but
influence how the organisation operates. Examples include:
Values – The beliefs and principles that guide the company.

Norms – The rules employees follow, even if they are not written down.

Assumptions – Things that employees take for granted, like how they should behave at work.

Example of values : A company like Tata Group follows ethics and social responsibility,
whereas Amazon focuses on customer obsession and innovation.

Norms example– Employees at Tesla are expected to work long hours and push for
innovation, while at Zappos, they follow a fun and customer-friendly culture.

Other Important Elements

1. Stories – The history of the organisation, including key events and the founder’s journey,
which inspire employees.

Example: Apple has stories about Steve Jobs’ vision and dedication to innovation, inspiring
employees.

2. Rituals – Regular practices that the organisation follows, such as morning meetings or
monthly team outings.

Example: Starbucks has a morning routine where baristas engage with customers in a
friendly way to enhance customer experience.

3. Symbols – Logos, company colors, or uniforms that represent the company’s identity.

Example: The golden arches of McDonald's, or the Nike swoosh, instantly represent their
brand identity.

4. Language – A common way of communicating, such as using English or specific terms that
only employees understand.

Example: At Google, terms like “Googlers” (employees) and “TGIF” (weekly meeting) are part
of its culture.

5. Practices – Daily routines and disciplined work habits that employees follow to maintain
efficiency.

Example: At Toyota, employees follow a disciplined manufacturing system called Kaizen

(continuous improvement).

6. Values and Norms – The guiding ideas behind the organisation and the expectations set
for employees to follow them.
7. Assumptions – Unspoken beliefs about how things should work, like expecting employees
to always put customers first.

Example: Employees at Walmart assume that keeping prices low for customers is the most
important goal, influencing their business strategies.

Tutorial information

Meaning

A barista is a person who prepares and serves coffee, especially in a coffee shop or café. They
are trained to make different types of coffee drinks, such as espresso, cappuccino, and latte.

At Starbucks, baristas not only make coffee but also interact with customers by taking orders,
customizing drinks, and creating a friendly atmosphere.

The Golden Arches are the famous yellow "M" logo of McDonald's.

The Swoosh is the curved checkmark-like logo of Nike.

Basic types of organisational culture:

1. Bureaucratic Culture

This type of culture is all about rules, procedures, and authority. Everything is done in a
proper step-by-step manner. Employees follow a fixed chain of command, and there’s not
much freedom to make decisions without permission.

Example: A government office where files go from one desk to another and you need
approval at each level.
2. Clan Culture

This culture is like a family. The organization cares a lot about employees, teamwork, and
relationships. Here, People work together closely, support each other, and the environment
is friendly.

Example: A small family-run business or companies like Zappos, where they focus on happy
employees and customers.

3. Market Culture

Here, the focus is on winning, results, and competition. Performance is everything. Everyone
works hard to meet targets, increase sales, and beat competitors. The pressure to succeed is
high.

Example: Companies like Amazon or Coca-Cola that are always pushing for higher
performance and customer satisfaction.

4. Entrepreneurial (Adhocracy) Culture

This culture supports innovation, new ideas, and taking risks. It’s perfect for fast-changing
industries. Employees are encouraged to be creative, experiment, and try new things, even if
they fail.

Example: Startups or companies like Tesla and Google that constantly innovate and launch
new products.

Other different types of Organisational culture (EXPLANATION GIVEN IN NEXT PAGE

ONWARDS)

1. Mechanistic and Organic cultures

2. Authoritarian and Participative cultures

3. Dominant and sub cultures

4. Strong and weak cultures

5. Entrepreneurial and Market Culture

FIVE Dimensions of corporate culture

1. Mechanistic vs. Organic Culture

Mechanistic Culture: Very structured, with strict rules and a clear chain of command.

Employees have fixed roles, and decisions are made at the top.
Focus is on efficiency and stability.

Example: A government office or the military, where employees must follow strict rules and
procedures.

Organic Culture: Flexible and open, with less hierarchy.

Employees can take initiatives and make decisions.

Focus is on creativity and adaptability.

Example: A tech startup like Google, where employees work in teams and are encouraged to
innovate.

2. Authoritarian vs. Participative Culture

Authoritarian Culture: Leaders have total control, and employees must follow orders.

Employees have little say in decisions.

Example: A factory where the manager decides everything, and workers follow instructions
without question.

Participative Culture: Employees are encouraged to share ideas and contribute to decisions.

It promotes teamwork and motivation.

Example: Toyota allows factory workers to suggest improvements in production, making

them feel valued.
3. Strong and Weak Culture

In a strong culture, the employees are loyal and have a feeling of belongingness towards the
organization. They are proud of their company as well as of the work they do and they slave
towards their goal with proper coordination and control. Perception and commitment are
two aspects that are seen within the employees. In this culture, there is less employee
turnover and high productivity.

In a weak culture, the employees hardly praise their organization. There is no loyalty
towards the company. Thus, employee dissatisfaction and high labor turnover are two
aspects of this culture.

4. Subculture and Dominant culture

The dominant culture is the main culture that the majority of employees in an organization
follow. It represents the core values, beliefs, and practices of the company. This culture is
often created and promoted by top management.

Google – The dominant culture promotes innovation, flexibility, and teamwork. Employees
are encouraged to be creative and work in collaborative environments.

A subculture is a smaller group within an organization that has its own values, behaviors,
and work style, which may be slightly different from the main company culture (dominant
culture).

In Google (dominant culture: innovation and collaboration):

The engineering team may have a subculture that values technical skills and
experimentation.
5. Entrepreneurial and Market Culture

Entrepreneurial culture is a flexible and risk-taking culture. Here the employees show their
innovativeness in thinking and are experimental in practice. Individual initiations make the
goal easy to achieve. Employees are given freedom in their activity. The organization rewards
the employees for better performance.

Market culture is based on achievement of goal. It is a highly target-oriented and completely

profit-oriented culture. Here the relationship between the employees and the organization is
to achieve the goal. The social relation among the workers is not motivating.

How employees learn culture?

1. Stories

Stories help convey an organization's values by sharing past events, successes, or challenges.
They often highlight model employees, company founders, or significant turning points.

Example: A company might frequently share the story of how its founder started the
business from a garage and grew it into a global brand, reinforcing the values of innovation
and persistence (e.g., Apple’s story of Steve Jobs).

2. Rituals:

Rituals are activities or traditions that companies follow regularly to reinforce their values
and goals.

"Passing of the Pillars" at Boston Scientific: When an employee successfully completes a

tough project, they receive a small plaster pillar as a sign of support from colleagues. This
ritual helps motivate employees and makes them feel valued.
3. Material Symbols: Objects, layouts, or artifacts in a company that represent its culture.

These can include office design, dress codes, or special items that symbolize company
values. Employees and customers instantly recognize the culture of efficiency and
consistency.

Example 1:

At WorldNow, an old dented drill is an important symbol. It was bought for $2 at a thrift
store by the founders. This drill represents the company's problem-solving approach—
"drilling down" into issues to find solutions.

Example 2: The famous "Golden Arches" are not just a logo—they symbolize fast service and
a welcoming atmosphere.

4. Language: Organizations develop their own special words or phrases to communicate and
build a sense of identity. Employees who understand and use this language feel more
connected to the company culture.

Example: Googliness- A term used to describe an employee who fits well with Google’s
culture. It means being innovative, team-oriented, humble, and open to learning.

Example: "She has great Googliness—always collaborative and eager to solve problems!"

How to Create an Ethical Organizational Culture

Robbins and Judge (2009) offer a nice list of what management can do to create a more
ethical organisation. They suggested a combination of following practices:

1. Be a role model and be visible

Leaders should always behave ethically and let employees see that behavior. When top
managers act honestly and fairly, employees get the message that doing the right thing is
important.

2. Communicate ethical expectations

Ethical ambiguities can be reduced by creating and disseminating an organisational code of

ethics. Every organization should have a code of ethics—a set of clear rules and values that
explain what behavior is acceptable. But this only works if leaders follow these rules
themselves.
3. Offer ethics training

Companies should give training—like seminars or workshops—on what is right and wrong
behavior in different situations. This helps employees understand and handle tricky
situations properly.

4. Reward ethical behavior and punish unethical acts

Employees who act ethically should be praised or rewarded. On the other hand, those who
break ethical rules should be punished. Performance reviews should consider how people
achieve goals, not just the results.

5. Provide protective mechanisms

It means the organization should create safe ways for employees to speak up when they see
something wrong or are unsure about what’s right or wrong. This might include creation of
ethical counsellors, ombudsman, or ethical officers.

Unit 4 notes (which is not present in unit 4 notes so added here.)

Political strategies for power acquisition :

Organisational members adopt different strategies to acquire power. Durkin suggested

strategies listed below to gain power in the organization.

1. Maintain alliance with powerful people

Make connections with people who hold influence in the organization, like top managers or
the boss’s assistant. These alliances can help you gain power.

2. Embrace or Demolish

When a new company is taken over, the leaders of that company should either be welcomed
and given importance or completely removed. If they are just given lower positions, they
might unite and create problems. Removing or winning over potential rivals helps you avoid
future resistance and secure your position.

3. Divide and Rule

Keep people separated or in small groups so they don’t unite against you. The idea is that
divided people are less likely to form a strong team and challenge your authority. A divided
group is easier to control, making your power more secure.
4. Manipulate classified information

Some people gain power by controlling important or secret information. They share or hide
it based on their advantage. Controlling information makes others depend on you, giving you
influence over decisions.

5. Make a quick showing

Do something impressive early on in your job or project. This helps catch the attention of
powerful people, and they may trust you with bigger tasks later. Early success builds a strong
reputation, which opens doors for higher authority.

6. Avoid decisive engagement (Fabianism)

Take your time. Don’t rush into decisions. Slowly build relationships and trust, which helps in
gaining stable power. Slow and steady efforts help build a strong, long-lasting power base.

7. Progress one step at a time

Start with small changes. Once they are accepted, use that success to bring bigger changes
and gain more power. Gradual wins make people trust you, giving you the space to make
larger decisions.

8. Wait for a crisis

Sometimes, problems or crises create opportunities. In such situations, more resources and
attention are available, which you can use to show your capability and gain power. Crises let
you prove leadership and take control when others are unsure.

9. Take Counsel with Caution

Be careful with advice like giving more power to your team or involving everyone in
decisions. These ideas sound good but may reduce your own control or authority. Staying in
control ensures that your power doesn’t weaken or get shared too much.

Made by Prof. Moumita Nath

Sources: Several books and Google