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change management in power distribtion

change management in power distribtion

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Published by Ankur Pathak

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Published by: Ankur Pathak on Sep 30, 2009
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02/15/2011

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7
ChangeManagement:Concepts andProcesses
 
 
8
Change Managementin Power Distribution
It is a common saying that change is the only constant in life. Reflect on yourown experiences. How have things changed around you
both in your sociallife and your workplace? You will realise that the pace of changes hasincreased manifold in the past few decades.We are experiencing rapid changes in practically all spheres of our lives – food, drinks, clothing, relationships, ambitions, living standard, work, tools,techniques, etc. In this unit, we focus on change at the workplace. Your ownworkplace may have undergone many changes, particularly in the wake ofpower distribution reforms. Our aim is to sensitise you to the ways of
managing
 
change in your workplace
.Therefore, we begin this unit by explaining what change is, what factors drivechange and the different types of changes taking place in businesses. We alsodescribe some relevant models of change. Finally, we discuss variousstrategies for bringing about change in a planned manner.In the next unit, we explain how to manage the people’s responses to changein an organisation, in particular, their resistance to change.The dictionary meaning of
change as a noun 
is making or becoming different,difference from previous state, substitution of one for another variation, etc.
Change as a verb 
means to undergo change, to make or become different.Change essentially implies dissatisfaction with the old and urge for the new. Itmay be perceived in two ways:
 
Change as continuous and intrinsic to an organisation:
There arechanges in an organisation that are minute in nature but take placecontinuously. An organisation may be perceived as being in a state of flux(like the universe) and the elements of its systems and sub-systemsalways undergo subtle changes (incremental changes).
 
Change as extrinsic and discontinuous:
Organisations are perceivedas normally stable and change is perceived as
disruptive
,
forcingorganisations to modify
,
restructure or reconfigure
. Certain changesoccurring inside the organisation are very minute and their impact is hardlyfelt. But a few changes are cataclysmic in nature, giving the organisationbarely any time to cope with them. These are almost like naturalcalamities such as earthquake, cyclone, etc. in their impact. Someorganisations may handle changes in a creative manner or make drasticchanges in their strategy and direction to emerge out of this turbulencewhereas others may get lost in it.We have tried to summarise the understanding of change in Box 5.1.
5.1 INTRODUCTION5.2 UNDERSTANDING CHANGE
 
 
9
ChangeManagement:Concepts andProcessesBox 5.1: What is Change?
 
We are familiar with changes brought about by the twin phenomena ofliberalisation and globalisation in all walks of life. The banking sector hasadapted to the emerging scenario very fast. And the power sector is nowbeginning to respond to these trends (Box 5.2).
Box 5.2: Turnaround of a State Electricity Board
5.2.1 Some Key Change Themes
The winds of change today bring with them the inklings of happeningstomorrow, though many-a-times it is difficult to tell whether there are storms inthe offing or pleasant breezes to soothe our lives. Predicting future is indeed atricky business. However, we need to have a futuristic perspective to be ableto introduce constructive change in our businesses. We should also havesome broad understanding of what factors bring about change in a society.Needless to say, in the present times, one such important factor is the
availability of high quality services/products at affordable costs anyplace, any time
. In fact, early providers are invariably the leaders and reapbenefits if they maintain customer satisfaction on these counts.
GUJARAT ELECTRICITY BOARD MAKES A TURNAROUND WIPING OUTRS. 2,542-CRORE LOSS (the Board announces a net profit of Rs. 200 crorefor 2005-2006).
The state government split the Gujarat Electricity Board into four regional powergeneration companies, four regional power distribution companies, onetransmission company and a parent company. GEB restructured loans worthRs. 4,130 crore and brought down the interest rates from 9.51% to 8.6%. Itliquidated accumulated losses of Rs. 2,542 crore and announced a net profit ofRs. 200 crore for 2005-2006 by managing to increase its revenues through strictsupervision of power distribution.
 
Change underlies a qualitatively different way of perceiving, thinking andbehaving to improve over the past and existing practices.
 
Change can be seen as continuous and intrinsic to an organisation or asextrinsic and discontinuous.
 
Change can be patterned and predictable or complex and unpredictable.
 
Change is dual or bipolar. Continuity without change leads to stagnation,frustration and boredom in individuals and ambiguity, conflict anddegenerative pathology in individuals and organisations.
 
Many a times, the rate of change is faster than our ability to comprehend andcope with it.

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