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Term Paper On Change Management at Tata Motors
Term Paper On Change Management at Tata Motors
OF
ORGANIZATIONAL CHANGE
AND DEVELOPMENT
ON
CHANGE MANAGEMENT
AT
TATA MOTORS
SUBMITTED TO:
Ms. ANUMEHA
SUBMITTED BY:
ANCHAL DHAWAN
MBA-LIT (IV-D)
RT1804B33
Reg. no.: 10810204
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion of any task
would be incompletes without the mention of people who made it possible, those
consistent guidance and encouragement crowned my efforts with success. In the
completion of my master degree first of all I am thankful to Department of
Management for giving me the opportunity of researching on particular topic.
I would also like to mention my thanks to Ms. ANUMEHA (Lecturer in LIM) who
helped me for developing the concept of HUMAN RESOURCE which will help me
to know about the issues in change management.
I would also like to thanks my parents for encouraging and giving me full support.
Anchal Dhawan
Masters in Business Administration
Department of management
TABLE OF CONTENTS
Serial
Number
Content
Acknowledgement
Page no
2
4-10
11-12
12-18
18
19
Barriers to Change
23-24
24-29
10
29-30
11
30-32
12
33-35
13
Relevance of OD Intervention
36
14
37
15
Suggestions
38
16
References
39
20-21
22
INTRODUCTION
TO
CHANGE MANAGEMENT
Change management is a structured approach to transitioning individuals, teams, and
organizations from a current state to a desired future state. Change management (or
change control) is the process during which the changes of a system are implemented
in a controlled manner by following a pre-defined framework/model with, to some
extent, reasonable modifications.
Strategic changes
Technological changes
Structural changes
There are many models in understanding the transitioning of individuals through the
phases of change management and strengthening organizational development
initiative in both government and corporate sectors. They are
1. ADKAR Model
2. Unfreeze-Change-Refreeze
3. Kbler-Ross
4. Formula for Change
5. PCI (People Centered Implementation)
Some of the Potential issues concerning the successful Change deployment process:
Great leaders transform cultures and stimulate breakthroughs. It is vital to have a good
number of them on one's side as champions of the renewal process.
Strategic changes
Technological Changes
Structural Changes
Behavioural Changes
INTRODUCTION
TO
TATA MOTORS
Tata Motors Limited is India's largest automobile company, with consolidated
revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in
commercial vehicles in each segment, and among the top three in passenger vehicles
with winning products in the compact, midsize car and utility vehicle segments. The
company is the world's fourth largest truck manufacturer, and the world's second
largest bus manufacturer.
The company's 24,000 employees are guided by the vision to be "best in the manner
in which we operate, best in the products we deliver, and best in our value system and
ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth
of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out
in 1954. The company's manufacturing base in India is spread across Jamshedpur
(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand)
and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set
up an industrial joint venture with Fiat Group Automobiles at Ranjangaon
(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company
is establishing a new plant at Sanand (Gujarat). The company's dealership, sales,
services and spare parts network comprises over 3500 touch points; Tata Motors also
distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New
York Stock Exchange (September 2004), has also emerged as an international
automobile company. Through subsidiaries and associate companies, Tata Motors has
operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land
Rover, a business comprising the two iconic British brands that was acquired in 2008.
In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's
second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles
Company has launched several new products in the Korean market, while also
exporting these products to several international markets. Today two-thirds of heavy
commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata
Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is
being expanded in other markets. In 2006, Tata Motors formed a joint venture with
the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to
manufacture fully-built buses and coaches for India and select international markets.
In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly
Plant Company of Thailand to manufacture and market the company's pickup vehicles
in Thailand.
In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India
and the world have been looking forward to. The Tata Nano has been subsequently
launched, as planned, in India in March 2009. A development, which signifies a first
for the global automobile industry, the Nano brings the comfort and safety of a car
within the reach of thousands of families. The standard version has been priced at
Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous
leg space and head room. It can comfortably seat four persons. Its mono-volume
design will set a new benchmark among small cars. Its safety performance exceeds
regulatory requirements in India. Its tailpipe emission performance too exceeds
regulatory requirements. In terms of overall pollutants, it has a lower pollution level
than two-wheelers being manufactured in India today. The lean design strategy has
helped minimise weight, which helps maximise performance per unit of energy
consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that
the car has low carbon dioxide emissions, thereby providing the twin benefits of an
affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile
industry, in keeping with its pioneering tradition, by unveiling its new range of world
standard trucks called Prima. In their power, speed, carrying capacity, operating
economy and trims, they will introduce new benchmarks in India and match the best
in the world in performance at a lower life-cycle cost.
Tata Motors is equally focussed on environment-friendly technologies in emissions
and alternative fuels. . It has developed electric and hybrid vehicles both for personal
and public transportation. It has also been implementing several environment-friendly
technologies
in
manufacturing
processes,
significantly
enhancing
resource
conservation.
decided on a recovery strategy that had three distinct phases, each of which was
intended to last for around two yearssix years in all.
Phase one was intended to stem the bleeding. Costs had to be reduced in a big way,
and that was going to be a huge challenge for a company that was not only the market
leader but had been used to operating in a sellers market and employing a cost-plus
approach to pricing. Phase two was to be about consolidating their position in India,
and phase three was to involve going outside India and expanding our operations
internationally.
Phase 1:
The key objectives were to move to a system of market pricing and to reduce their
break-even point, both of which called for major reductions in costsvariable costs,
fixed costs, and interest costs. They used many approaches to cost reduction,
including bench-marking our rivals. For example, they took apart vehicles to see what
they could do to modify the products and to lower costs. They went in for e-sourcing,
and today they are the largest company doing e-sourcing in India and one of the
leading ones in the automobile industry worldwide. In two and a half years, they
reduced the break-even from nearly two-thirds of capacity utilization to around onethird, which meant that even if the market shrank by close to 60 percent, they would
still be in the black. The whole organization really got together to ensure that the
bleeding stopped.
One of the major drivers of success at Tata Motors Ltd. (TML) was its ability to fully
exploit information technology to drive business goals and reduce cost. The company
was an early adopter of CAD and CAM systems.
Phase 2:
The concentration in phase one was indeed on cost reduction, but while this was
going on they thought about taking action in areas that would have an impact during
the other phases. For phase two, the concentration was on improving product quality
and upgrading product features so as to make the products more competitive. They
also started work on new products that would be required by the market after three to
five years and strengthened the position in the marketplace by setting up a new salesplanning process, tightening credit norms, improving the liquidity and profitability of
the dealers, reorienting toward customer satisfaction, and extending the reach of the
distribution network. For phase three, the concentration was on starting work on
international markets by identifying key markets and segments and developing a
comprehensive plan to improve our competitive position so as to get a respectable
market share. They also started looking at opportunities for inorganic growth.
Phase 3:
In phase the concentration was on starting work on international markets by
identifying key markets and segments and developing a comprehensive plan to
improve Tata Motors competitive position so as to get a respectable market share.
They also started looking at opportunities for inorganic growth. International
diversification was such a key part of the transformation strategy. It was all part of
first, reducing the impact of domestic cyclicity cyclicity is present across the world
but in different phases in different places - and, second, seeking new geographies for
growth in the face of the limitations of the domestic market, especially in commercial
vehicles, where we enjoy a very high market share of over 60 percent. Tata Motors
wanted to leverage the market-leading products internationally.
TATA NANO
SWEEPING CHANGE
Tata Nano, the new model introduced by Tata motors, hailed as "the people's car", is
an amazingly cheap car. With a price tag of US$ 2500, Tata Nano is indeed an
affordable middle class family car. Tata Nano is a dream comes true for an average
Indian. His /her ideas about owning and driving a car will become a reality soon. An
analysis of the new car seems necessary as it is bringing mobility to the masses in an
efficient and economic manner.
the car leaving the front section for luggage, that too with the capacity of a briefcase.
This is the most significant element in bringing down the weight and the overall cost
of the car. Other factors that contribute towards the weight reduction are the usage of
hollow steering wheel shafts, plastic body panels and smaller tubeless tyres. As a
result of these measures, Tata Nano weighs only about 590kg. Lesser weight and
fewer parts mean less raw material and lower cost for Tata Nano.
Safety in mind
Besides having the right parts to meet the cost objective, Tata Nano has adequate
features that exceed current regulatory requirements and meet minimum safety
standards. It has a sheet-metal body with strong passenger compartment equipped
with safety features such as crumple zones, intrusion-resistant doors, seat belts, strong
seats and anchorages. The rear tailgate glass is fixed to the body and tubeless tyres
enhance safety further.
Ownership cost
It is quite obvious that Tata Nano is cheap to manufacture, but the question is, does
owning and operating a Nano over a period of time yield significant savings and
benefits? While the low-price tag of Nano looks attractive, it is important to look at
certain other factors like the running cost of the car in the long run. Potential buyers
need to consider the rising price of petrol. Petrol prices have breached the US$ 100
mark with no sign of abating as global demand skyrocketed. The influx of thousands
of Tata Nano on Indian roads would elevate the demand for petrol and this might
bring a new dimension to the continuous hike of petrol price in India, which still
depends on the Middle East for oil. Petrol prices may reach a point where owners of
Tata Nano could no longer afford to buy petrol to run it. If that is the case, Tata Nano
owners may leave their cars behind and resort to riding two-wheelers. In such a
scenario, Tata Nano's value proposition may no longer make an economic sense. The
low cost of ownership model championed by Tata may not remain successful at times
of surging energy prices.
The would-be owners of Tata Nano have to consider the cost of replacement parts and
service maintenance for the car during the period of ownership. Tata Nano is built
from scratch and most of the component parts are new and do not share platform with
other models in the Tata family. As a result, it is difficult to assess the vehicle's
reliability, durability and parts' longevity. These factors along with unavailability of
the model have made it difficult to estimate the cost of ownership of Tata Nano and
the frequency of service trips. The overall cost of parts and services of Tata Nano is
likely to be at the range of similarly sized car like Maruti 800. The perception of
frequent parts breakdown and shorter service interval due to sub-standard parts and
inferior materials on budget cars may not hold true for Tata Nano. Tata Nano's
component parts are developed and manufactured by reputable component
manufacturers like Bosch, Rico Auto, Lumax Group, Rane Group, Asahi Glass etc.
Moreover, the cost of parts and services is likely to decline as more Tata Nano cars
are driven on the road.
Nano overseas
The rise in petrol prices makes consumers around the world to look for a low cost car.
Tata seems to capture this trend and is looking forward to introduce Tata Nano
beyond Indian shores. One of the countries where Tata Nano is likely to make inroads
is Thailand, dubbed as the 'Detroit of Asia', due to its extensive vehicle manufacturing
activities in ASEAN region.
Thailand has introduced the 'Eco-Car' project, a framework laid by the government to
build green cars that are fuel efficient and cost effective. Vehicle manufacturers all
over the world are invited to submit plans for the Eco-car investment project in
Thailand. Various incentives have been provided for manufacturers of green cars in
Thailand, including exemption from corporate tax for up to eight years and duty
exemption for imported machinery. However, the investment should yield an output
of 100,000 units by the fifth year of production. Such initiative bodes well for Tata
Nano. Tata is one of the seven manufacturers that have submitted applications for the
Eco-Car project and its application has already been approved. Tata might use this
plan to export to other ASEAN countries through the ASEAN free trade area
agreement (AFTA).
Tata Motors has decided to make some strategic changes. The first and foremost is
that it is entering into the combat vehicle manufacturing business. The other is that the
company is planning to sell some of its stake from its vehicle sales division.
The auto company is now going to make combat vehicles which are mine protected.
MD Tata Motors (Indian Operations) PM Telang informed that the aim of Tata
Motors was to be present in every level of defense sector's value chain. It is going to
do this by consolidating its traditional supply chains and entering into higher level of
equipment manufacturing. Tata Motors will be looking forward to form partnerships.
The company already has its presence in defense sector ever since 1985.
Meanwhile, it is also eager to sell some stake in Tata Motors Finance Ltd. While no
partner has been finalized till now, latest developments suggest that SBI my go ahead
and buy stake.
India's largest bank wants to have a unit for giving loans to trucks and buses and this
requirement can be fulfilled by having a share in TMFL.
Changing
The steps to the new ideals are learned by practicing:
What I hear, I forget.
What I see, I remember.
What I do, I understand.
Although there will be confusion, overload and despair, there will also be hope,
discovery, and excitement. This period requires a lot of coaching as they are learning
and just a little bit of cheerleading due to the affect of Arousal Overloading.
Refreezing
The new processes are now intellectually and emotionally accepted. What has been
learned is now actually being practiced on the job. Just a little bit of coaching is
required and a lot of cheerleading is used to set up the next change process. . .
remember it is c o n t i n u o u s process improvement!
1.
2.
3.
Model culture change at the highest level: In order to show that the
management team is in favour of the change, the change has to be notable at
first at this level. The behaviour of the management needs to symbolize the
kinds of values and behaviours that should be realized in the rest of the
company. It is important that the management shows the strengths of the
current culture as well, it must be made clear that the current organizational
does not need radical changes, but just a few adjustments.
4.
5.
6.
Measure the impact of your strategies followers. If you get results, people will
support you, systematically, adjusting strategies as often without caring too
much about how you got indicated.
BARRIERS TO CHANGE
The three greatest barriers to organizational change are most often the following.
1. Inadequate Culture-shift Planning. Most companies are good at planning
changes in reporting structure, work area placement, job responsibilities, and
administrative structure. Organizational charts are commonly revised again and again.
Timelines are established, benchmarks are set, transition teams are appointed, etc.
Failure to foresee and plan for resultant cultural change, however, is also common.
When the planning team is too narrowly defined or too focused on objective analysis
and critical thinking, it becomes too easy to lose sight of the fact that the planned
change will affect people. Even at work, people make many decisions on the basis of
feelings and intuition. When the feelings of employees are overlooked, the result is
often deep resentment because some unrecognized taboo or tradition has not been
duly respected.
2. Lack of Employee Involvement. People have an inherent fear of change. In most
strategic organizational change, at least some employees will be asked to assume
different responsibilities or focus on different aspects of their knowledge or skill. The
greater the change a person is asked to make, the more pervasive that person's fear
will be. There will be fear of change. More important, however, there will be fear of
failure in the new role. Involving employees as soon as possible in the change effort,
letting them create as much of the change as is possible and practical is key to a
successful change effort. As employees understand the reasons for the change and
have an opportunity to "try the change on for size" they more readily accept and
support the change.
3. Flawed Communication Strategies. Ideal communication strategies in situations
of significant organizational change must attend to the message, the method of
delivery, the timing, and the importance of information shared with various parts of
the organization. Many leaders believe that if they tell people what they (the leaders)
feel they need to know about the change, then everyone will be on board and ready to
move forward. In reality, people need to understand why the change is being made,
but more importantly, how the change is likely to affect them. A big picture
announcement from the CEO does little to help people understand and accept change.
People want to hear about change from their direct supervisor. A strategy of engaging
direct supervision and allowing them to manage the communication process is the key
to a successful change communication plan.
Identify potential threats, and develop scenarios showing what could happen
in the future.
Start honest discussions, and give dynamic and convincing reasons to get
people talking and thinking.
Convince people that change is necessary. This often takes strong leadership and
visible support from key people within your organization. Managing change isn't
enough - one has to lead it.
It can find effective change leaders throughout an organization - they don't necessarily
follow the traditional company hierarchy. To lead change, one need to bring together
a coalition, or team, of influential people whose power comes from a variety of
sources, including job title, status, expertise, and political importance.
Once formed, change coalition" needs to work as a team, continuing to build urgency
and momentum around the need for change.
What to do is:
Check your team for weak areas, and ensure that you have a good mix of
people from different departments and different levels within your company.
Develop a short summary (one or two sentences) that captures what you "see"
as the future of your organization.
Ensure that your change coalition can describe the vision in five minutes or
less.
will
probably
have
strong
competition
from
other
day-to-day
Lead by example.
What to do is:
Identify, or hire, change leaders whose main roles are to deliver the change.
Identify people who are resisting the change, and help them see what's
needed.
Look for sure-fire projects that you can implement without help from any
strong critics of the change.
Don't choose early targets that are expensive. You want to be able to justify
the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't
succeed with an early goal, it can hurt your entire change initiative.
Change projects fail because victory is declared too early. Real change runs deep.
Quick wins are only the beginning of what needs to be done to achieve long-term
change.
Launching one new product using a new system is great. But if you can launch 10
products, that means the new system is working. To reach that 10th success, you need
to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what
you can improve.
What to do is:
After every win, analyse what went right and what needs improving.
Keep ideas fresh by bringing in new change agents and leaders for your
change coalition.
Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make
sure the rest of the staff - new and old - remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help
ensure that their legacy is not lost or forgotten.
having a specific path. Regarding to researches these four cultural characteristics have
a positive influence on organization performance.
Characteristics have its own specifications that will be described below:
Adaptability: making the demand of market practical is called adaptability. Belief
and norm systems of the organization perform the related behavioral changes by
supporting organizations opportunities and it will increase the organizations chance
for survival, development and expansion with the help of perception, explanation and
rendition of environmental signals, and. There are three aspects of adaptability
considered in Denison model which affect the organizations effectiveness. The First
aspect is called the ability of realization and reacting to the external environment.
Nowadays successful organizations are the ones which has a special emphasis on their
customers and competitors behaviors. Second aspect is the ability to reacting to
internal events without considering level, department, function and output. And the
third aspect is the capacity and ability to organize and reengineer processes and
behavioral structures which help the organization to adapt with new conditions.
Without this ability the organization will miss its effectiveness.
The standards for adaptability are:
Customer focus,
Organizational learning.
Constancy: defines the values and systems which form a strong culture. Constancy
provides a central force for organizational solidarity and harmony. Organizations
provide constancy by developing a set of organizational systems that establishes an
internal management system on the basis of bilateral support of employees and
employers. These organizations have committed employees, core values, different
ways to perform business, tendency for promotion and an obvious set of rules that
determine things musts and mustnt. Constancy creates a powerful organizational
culture based on joint beliefs, values and symbols which are reasonable and
perceivable for the employees. Internal control systems that are based on
organizations values are more effective tools in order to reach integrity and
coordination than external control systems that are on the basis of rules.
Standards for this cultural characteristic are:
Core values
Agreement.
Empowerment
Capability development
Team orientation
Mission: defines a long term direction for the organization. Mission distinguishes
goals of the organization with defining social role and external objectives of the
organization. With the help of the direction and these distinct goals, mission specifies
the activities that should be performed by the employees. Considering the position
where organization is planned to reach, activities and strategies will be identified.
Probability of organizations success will be increased by converging employees and
the organization.
Standards of this section are:
Vision
OD INTERVENTIONS
&
ITS IMPLEMENTATION
Organization Development (OD) interventions techniques are the methods created by
OD professionals and others. Single organization or consultant cannot use all the
interventions. They use these interventions depending upon the need or requirement.
The most important interventions are:
Survey feedback.
Process Consultation.
Sensitivity Training.
Goal setting and planning: Each division in an organization sets the goals or
formulates the plans for profitability. These goals are sent to the top management
which in turn sends them back to the divisions after modification .
Managerial grid: This identifies a range of management behaviour based on the
different ways that how production/service oriented and employee oriented states
interact with each other. Managerial grid is also called as instrumental laboratory
training as it is a structured version of laboratory training. It consists of individual
and group exercises with a view to developing awareness of individual managerial
style interpersonal competence and group effectiveness. Thus grid training is
related to the leadership styles. The managerial grid focuses on the observations of
behaviour in exercises specifically related to work. Participants in this training are
encouraged and helped to appraise their own managerial style.
There are 6 phases in grid OD:
First phase is concerned with studying the grid as a theoretical knowledge to
understand the human behaviour in the Organization.
Second phase is concerned with team work development. A seminar helps the
members in developing each members perception and the insight into the
problems faced by various members on the job.
Third phase is inter group development. This phase aims at developing the
relationships between different departments.
Fourth phase is concerned with the creation of a strategic model for the
organization where Chief Executives and their immediate subordinates participate
in this activity.
Fifth phase is concerned with implementation of strategic model.. Planning teams
are formed for each department to know the available resources, required
resources, procuring them if required and implementing the model Sixth Phase is
concerned with the critical evaluation of the model and making necessary
adjustment for successful implementation.
Management by Objectives (MBO) is a successful philosophy of management.
It replaces the traditional philosophy of Management by Domination. MBO led
to a systematic Goal setting and planning. MBO is a process by which managers
at different levels and their subordinates work together in identifying goals and
establishing objectives consistent with Organizational goals and attaining them.
Team building is an application of various techniques of Sensitivity training to
the actual work groups in various departments. These work groups consist of
peers and a supervisor.
Sensitivity training is called a laboratory as it is conducted by creating an
experimental laboratory situation in which employees are brought together. The
Team building technique and training is designed to improve the ability of the
employees to work together as teams.
Job enrichment is currently practiced all over the world. It is based on the
assumption in order to motivate workers, job itself must provide opportunities for
achievement, recognition, responsibility, advancement and growth. The basic idea
is to restore to jobs the elements of interest that were taken away. In a job
enrichment program the worker decides how the job is performed, planned and
controlled and makes more decisions concerning the entire process.
RELEVANCE OF OD INTERVENTION
OD interventions are basically behavioural science interventions, it has got great
impact in improving the operational efficiency of TATA MOTORS. It has to be
specially noted that different OD interventions do not differ much in their effect.
Application of OD interventions helps in the following aspects:
1. Behaviour Modification: It is a programme where managers identify
performance- related employee behaviours in tourism destinations and then
implement an intervention strategy like MBO to strengthen desirable
performance behaviours and weaken undesirable behaviours.
2. Encounter Groups: Encounter groups aim to provide participants with
intense experiences to help them their ways of interacting with tourists, their
styles of self presentation, their values, etc.
3. Role playing: Role playing develops certain competencies such as perceiving
the feelings and ideas of tourists, learning skill of relating a situation, gaining
better insight into inter-personal relations.
CONCLUSION
Tata Nano achieves what most people deemed impossible through originality and
ingenuity. It is a no frills car that serves the needs of the general public and India's
deplorable road conditions and notorious traffic. In this sense, the production and
launch of Tata Nano can be called a revolution - not only to the consumers but also to
industry players. Other players are contemplating on their own versions of low cost
alternatives as a result of the overwhelming response from the Indian public and all
over the world during the pre-launching ceremony. Moreover, their skepticism is met
with a surprise upon seeing the model in action. The next step forward for Tata is to
address the possible concerns with regard to ownership in order for customers to
grasp the value proposition that Tata is trying to propagate. This includes dispelling
all perceptions of shortcomings normally associated with a low-cost car through
vigorous testing on real roads using real users. The basic rule of customer service still
applies. Tata Nano should meet the consumer's expectations by providing a reliable
and modestly safe vehicle to drive. The car, with its immense recognition gained even
before its launch, is expected to fulfil the dreams of common people.
Strategy analysis must be done so that employee would aware about what
would be the change and what step must be taken to manage the change.
Training program must be there before the change exactly take place.
Proper communication must be there among the top level management and the
employees working in an organisation.
SUGGESTIONS
OD interventionist must focus on the following factors:
1. Feedback: This involves the awareness of oneself, others, group
processes and organizational dynamics. Awareness leads to change if the
feedback is not too threatening.
2. Awareness of the changing socio-cultural environment or
Dysfunctional current norms: This involves the awareness of the norms
influencing ones behaviour. If there is a discrepancy between the outcome
of their present norms and the outcomes they want, people are motivate to
change.
3. Increased interaction and communication: Increased communication
leads to changes in attitude and behaviour, which does not happen when
there is no communication due to tunnel vision or autism
4. Confrontation: Confrontation involves the surfacing and examining of
differences in beliefs, feelings, attitudes, values or norms to remove
obstacles to effective communication.
5. Education: Education activities upgrade knowledge and concepts, beliefs
and attitudes and skills.
6. Participation: This outcome involves increasing the number of people
involved in problem solving, goal setting and generating new ideas.
7. Increased accountability: This involves the clarification of peoples
responsibilities and the and monitoring performance related to those
activities.
8. Increased energy and optimism: This involves activities that energize
and motivate people to aspire to new possibilities and to aspire to a future
that is more desirable.
REFERENCES
WEBSITES:
www.en.wikipedia.org/wiki/Change_management
www.documents.bmc.com/products/documents/98/29/89829/89829.pdf
www.scribd.com/doc/2876978/tatamotorssiebelcasestudy
www.autofocusasia.com/management/tata_nano.htm
www.managementhelp.org/org_chng/org_chng.htm
www.12manage.com/i_co.html
www.en.wikipedia.org/wiki/Organization_development
www.alumni.caltech.edu/~rouda/T3_OD.html
www.iveybusinessjournal.com/view_article.asp?intArticle_ID=532
www.trainingreference.co.uk
www.work911.com/articles/leadchange.htm
www.managementhelp.org/org_chng/org_chng.htm