An Industry Research Report of Vardhaman industry on

‘Change Management’

(In the partial fulfillment of course BBA by the Suresh Gyan Vihar
University)

UNDER THE GUIDELINE OF

PRO. SUMAN CHOUDHARY

Prepared by:

SIMANSHU JAIN
BBA (2015-2018)

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 CONTENT

FRONT PAGE 1

CONTENT 2

ACKNOWLEDGEMENT 3

INTRODUCTION 4

OBJECTIVE 5-6

ABUT THE CMPANY 7

WHY CHANGE MANAGEMENT 9-10

RESEARCH METHDOLOGY 11-14

LITERATURE REVIEW 15-19

CONCLUSION 20

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ACKNOWLEDGEMENT

Through this project report I would like to thanks numerous people whose consistent
support and guidance has been the standing pillar in architecture of this project. To
being with, my sincere thanks to the management of Suresh Gyan Vihar University for
giving this opportunity and learn the processes practiced in stone industry.

For the completion of this document I would like to thank Prof. Suman Choudhary
(Course Coordinator SGVU) for being my mentor and my guide throughout the
project. I would like to express my sincere thanks to the management and staff of
Vardhman Industry for their outstanding support and cooperation in my efforts to gain
knowledge about the practical aspect of stone industries during the report.

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Introduction
Change management is the discipline that guides how we prepare, equip and support
individuals to successfully adopt change in order to drive organizational success and
outcomes.

While all changes are unique and all individuals are unique, decades of research shows
there are actions we can take to influence people in their individual transitions. Change
management provides a structured approach for supporting the individuals in our
organization to move from their own current states to their own future states.

The purpose of this guide is to provide us with a framework of the concepts and theories
of change management and tips/tools on how we can lead a successful and rewarding
organizational change initiative. The guide focuses on two streams; the “process” or
change model, and the “transition” or emotional impact when embarking on a change
effort. As leaders of change we have a critical role to play in ensuring that the change
effort is successful. At Ryerson, the Human Resources Department can provide guidance
and support to us and our team in understanding the change process. Our Organizational
& Employee Effectiveness (OEE) unit can provide the diagnostics tools, programs,
consultation and advice that we’ll need.

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 OBJECTIVE

1.Train Employees to Prepare Them for Change

2. Training reduces change execution problems and improves acceptance of change.

3. Achieve Employee Participation In Change

It's not enough to give employees objectives to support change. Change management
seeks employee engagement. Deploy strategies to energize your organization around
change.

4.Manage Performance
Change management actively aligns with performance management.

5. Reward Agents of Change

Establish incentives for the agents of change early on. Reward results.

6. Gain Acceptance of Change

Launch the change and gain acceptance.

6. Learn From Change

Use your failures and successes to build organizational knowledge.

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7. Measure Change Results
Measure the business results of change.

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About The Company
With a strong hold on varied market segments across the world Vardhman industries
are recognized as a reputed stone production &export company. Incepted in the year
2013, they have acquired immense design expertise that helps us in meeting the diverse
requirements of their global clientele.

They are production, exporters and suppliers of Kandla stone. Washing facilities and a
sophisticated array of machinery.

These facilities assist us in producing a quality assured range of stone for their valued
clients.

Ever since its inception, Vardhman Industries has never looked back. Growing with
Strength as well as value it has achieved the production capacity.

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Introduction
Change management is the discipline that guides how we prepare, equip and support
individuals to successfully adopt change in order to drive organizational success and
outcomes.

While all changes are unique and all individuals are unique, decades of research shows
there are actions we can take to influence people in their individual transitions. Change
management provides a structured approach for supporting the individuals in our
organization to move from their own current states to their own future states.

The purpose of this guide is to provide us with a framework of the concepts and theories
of change management and tips/tools on how we can lead a successful and rewarding
organizational change initiative. The guide focuses on two streams; the “process” or
change model, and the “transition” or emotional impact when embarking on a change
effort. As leaders of change we have a critical role to play in ensuring that the change
effort is successful. At Ryerson, the Human Resources Department can provide guidance
and support to us and our team in understanding the change process. Our Organizational
& Employee Effectiveness (OEE) unit can provide the diagnostics tools, programs,
consultation and advice that we’ll need.

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Why Change management is important

1. THRIVE IN AN EVER-CHANGING WORLD

Gone are the days of one large change every 36 months. Organizations are facing
faster, more complex, more interdependent and more cross-functional change than
ever before. Being able to deliver results on multiple changes allows an
organization to achieve their strategic vision and thrive in today’s changing
landscape. Applying change management enables organizations to deliver results
on each change more effectively and build competencies that grow the
organization’s capacity to tackle more changes at one time.

2. DELIVER THE PEOPLE-DEPENDENT PORTION OF PROJECT ROI

Changes in organizations are undertaken to improve performance. Some of that

improvement comes from just installing the solution. However, much of the
benefit and expected improvement is tied to people changing how they do their
jobs. In the Prosci CMROI Model, that is the “adoption contribution” of the
project: the percentage of a project benefits that depend on people changing how
they do their jobs. For important projects, that number is commonly in the 80% to
100% range. Change management focuses on helping people change how they do
their jobs, allowing us to capture the adoption contribution and the people-
dependent portion of project ROI.

3. CLOSE THE GAP BETWEEN REQUIREMENTS AND RESULTS

All too often, organizational changes meet requirements without delivering

expected results. They deliver the necessary outputs without delivering on
expected outcomes. The focus of the change effort is on the solution rather than
the benefits of the solution. The gap that exists between requirements and results,
between outputs and outcomes, between solutions and benefits is the people who
bring the change to life in their day-to-day work. Change management enables the

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 closing of this gap by effectively supporting and equipping those people impacted
by a change to be successful in bringing it to life in how they work.

4. INCREASE LIKELIHOOD OF PROJECT SUCCESS

The data is abundantly clear. The better we apply change management, the more
likely we are to deliver on project objectives. Prosci’s correlation data from over
2,000 data points and eight years shows that initiatives with excellent change
management are six times more likely to meet objectives than those with poor
change management. By simply moving from “poor” to “fair,” change
management increases the likelihood of meeting objectives by three fold.
McKinsey data also shows that the ROI captured from excellent change
management is significantly more than with poor change management. Change
management, when applied effectively on a project, significantly increases the
success rate of the effort.

5. MITIGATE MISSION-CRITICAL RISK

Ignoring the people side of change creates risk. When the adoption and usage of
a solution is ignored, and the focus is exclusively on meeting technical
requirements, the result is excessive risk and cost. Projects are subjected to “RE”
costs like redesign, rework, revisit, redo, retrain, rescope, and in some cases,
retreat. Absenteeism and attrition increase. Productivity declines. Customers feel
the impact when they were not supposed to. Morale suffers. Employees disengage.

Failing to plan for and address the people side of change is costly, and change
management is the discipline to help mitigate those mission-critical risks.

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 Research Methodology

DATA COLLECTION
At first I have collected the data of the research on change management and got to
know that,

1. Preparing for change

The first phase in Prosci's methodology helps change and project teams prepare for
designing their change management plans. It answers these questions:

 "How much change management does this project need?"

 “Who is impacted by this initiative and in what ways?”
 “Who are the sponsors we need to be involved to make this initiative successful?”
The first phase provides the situational awareness that is critical for creating effective
change management plans. The outputs of this phase are:
1. Change characteristics profile

This provides insight into the change at hand, its size, scope and impact.
2. Organizational attributes profile

This gives a view of the organization and groups that are being impacted and any specific
attributes that may contribute to challenges when changing.
3. Change management team structure

This structure defines how many change management resources are needed for the effort
and where they are positioned in relationship to the project team and project sponsor

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4. Sponsor assessment, structure and roles

This provides an understanding of the leaders across the organization who will need to
act as sponsors of the change. Here we also identify possible challenges with certain
leaders and start to formulate plans to get those leaders on board and actively sponsoring
the change.
5. Impact assessment

This assessment identifies the groups of individuals being impacted by the change, in
what ways they are being impacted, and unique challenges you may face with this group
in the project.
6. Change management strategy

Based on the assessments in this phase, a strategy that scales the change management
effort to align with the type and size of the change is articulated.

2. Managing change

The second phase focuses on creating plans that will integrate with the project plan.
These change management plans articulate the steps that you can take to support the
individual people being impacted by the project. This is what people typically think of
when they talk about change management. Based on Prosci's research, there are five
plans that support help individuals moving through the ADKAR Model:
1. Communication plan

Communications are a critical part of the change process. This plan articulates key
messages that need to go to various impacted audience. It also accounts for who will
send the messages and when, ensuring employees are hearing messages about the change
from the people who have credibility with them and at the right time .
2. Sponsor roadmap

The sponsor roadmap outlines the actions needed from the project’s primary sponsor and
the coalition of sponsors across the business. In order to help executives be active and
visible sponsors of the change, we provide details on when and where we need leaders
to be present, what communications they should send, and which peers across the
coalition they need to align with to support the change.

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3. Training plan

Training is a required part of most changes, and is critical to help people build the
knowledge and ability they need to work in a new way. The training plan identifies who
will need what training and when. It is important that the training plan be sequenced in
a way that allows for awareness and desire building before they are sent to training.

4. Coaching plan

The coaching plan outlines how you will engage with and equip managers and people
leaders to lead the change with their own teams. Managers can play a significant role in
aiding the change management efforts, but they need to be engaged as employees
themselves first and allowed to work through their own change process. Then you can
give them the information and tools to lead the same change process with their own
teams.
5. Resistance management plan

The resistance management plan provides a strategy for both proactively and reactively
addressing resistance. At the outset of a project, anticipated areas of resistance can be
identified and proactively planned for: specific activities targeted at potentially resistant
groups. This can head off resistance before it becomes a problem. The resistance
management plan should also include the process and plan for identifying,
understanding, and addressing resistance that comes up throughout the life of the project.

3. Reinforcing change

Equally critical but most often overlooked, the third phase helps you create specific
action plans for ensuring that the change is sustained. In this phase, project and change
teams develop measures and mechanisms to measure how well the change is taking hold,
to the see if employees are actually doing their jobs the new way, to identify and correct
gaps and to celebrate success. This includes:
1. Measuring changes in behavior

As the change is being implemented and the solution of the project is going live, it is
important to establish measures to see if people are actually doing their jobs in a new
way. These measures will be unique to each project and based on what new behaviors
are required of employees in the changed state.

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2. Corrective action plans

If gaps are identified and people are not fully adopting and using the new way of
working, the change and project team must take action to correct those gaps. It is
important to remember ADKAR in this phase and identify accurately why people may
not be embracing the change and address the root cause of the gap.
3. Reinforcement mechanisms

Because people are physiologically wired for habit, it is common that even though
people may change successfully, they will revert to their old habits unless there are
specific measures in place to prevent them from doing so. Reinforcement mechanisms
can include continued compliance measuring, ongoing training and coaching.

4. Individual and group recognition approaches

It is vitally important to recognize the hard work people have put in to embracing change.
Every person and organization is different, so it is important to look for means of
recognition that will resonate with the individuals.
5. Success celebrations

In addition to recognizing the achievements of individuals and groups who have changed
successfully, it is important to publically highlight the success of the initiative and
provide opportunity to celebrate the hard work that went into getting to a new future
state.
6. After-action review

As is common in project management, an after-action review of the change management

efforts helps to identify strengths of the change effort to be replicated in future projects,
as well as areas where different action should be taken next time to drive a more
successful outcome.

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Literature Review
 Huy's Work on Change Management(2007) :
Huy categorizes change into for ideal types:

 Commanding: Commanding change intervention is one where the time period is

short term, abrupt and rapid. Change is usually implemented by Senior
Managers who demand compliance from organisational members. Changes may
well include downsizing, outsourcing and divestments.
 Engineering: This model is oriented toward a medium -term, relatively fast
change perspective and often assisted by work design analysts who assists in
changing work and operational systems. The change agent act as an catalyst in
this process
 Teaching: This model takes a more gradual, long term organisational change
perspective. Assisted by outside process consultants, staffs and taught how to
probe their work practices and behaviours to reveal new ways of working.
 Socializing: This intervention is also gradual and long term. It sees change as
developing through participative experimental learning based on self-monitored
democratic organisational processes.

Each ideal type has its limitations. The commanding approach may lead to resentment
and rarely produces lasting behavioural change. The teaching approach is very
individualistic and may not be aligned to corporate strategic objectives. The
engineering approach may not encourage collaboration and spread of change across
business units and socializing approach may lead to over focusing on individual work
groups rather than on how they may operate as part of larger, corporate collective.
(K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page
No.550)

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 Pendlebury, Grouard and Meston -Ten Keys Model(1998):
These Scientists have presented Ten Key Factors which can be adapted to any
particular change situation. All these keys may be needed to be implemented either
simultaneously of separately based on the change process. The ten keys are as follows:

Define the Vision

Mobilise

Catalyse

Steer

Deliver

Obtain Participation

Handle Emotions

Handle Power

Train and Coach

Actively Communicate

(K.Aswathappa, Organisational Behaviour, 8th revised Edition, Chapter 20, Page

No.520)

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 Ghoshal and Barlett's Model(1997) :
Ghoshal and Barlett argue for the importance of sequencing and implementation of
activities in a change process. The interrelated change phases are:

Rationalization : Streamlining company operations

Revitalisation: Leveraging reqources and linking opportunities across the whole

organisation

Regeneration: Managing business unit operations and tensions, while at the same time
collaborating elsewhere in the organisation to achieve performance.

They claim that while change is often presented as difficult and messy, there is nothing
mystical about the process of achieving change with effective strategies following the
rationalization, revitalization and regeneration sequential process.

(K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page

No.540)

 Kotter's Eight Step Model (1995):

John P Kotter (1995) has designed an extremely helpful model to understand and
manage change. Each step in the model is characterised by key principle, in which
people see, feel and then change. Kotler explained them as principles of response and
approach to change. These are explained descriptively in his highly appreciated book
"Leading Change" (1995).

The eight step process is described as follows:

Kotter's Eight Step Change model is considered as one of the world's best change
management models. It has simplified the change process immensely and concluded
that every successful change effort is messy and full of surprises. Managers have to
view change process in a see-feel view where major problems in the process are
highlighted and there by easily solved

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 Dumpy and Stance Contingency Model of Change(1993):
Dumpy and Doug Stance developed the best change contingency approach. They argue
that the style of change and the scale of change have to be matched to the needs of the
organisation.

They identify five change approaches:

Development Transitions: They refer to situations in which there is constant change as

a result of the organisation adapting itself to external and environmental changes. The
primary style of leadership is consultative, where the leader acts in the capacity of a
coach aiming to gain voluntary, shared commitment from organisational members to the
need for continual improvement.

Task Focused Transitions: In this, the change management style is directive with the
change leader acting as a captain seeking the compliance of organisational members to
redefine how the organisation operates in specific areas. Directive leadership means that
the overall change is driven from the top; this may translate into a more consultative
approach by managers operating lower down in the organisation who are required to
implement the changes.

Charismatic Transformation: With this model, people accept that the organisation is out
of step with its environment and that there is a need for radical, revolutionary change.
Helping to create a new identity and a paradigm shift in the way in which the
organisation conducts its operations, the charismatic leader is able to operate
symbolically to gain emotional commitment of staff to new directions.

Turnarounds : This is aimed at frame - breaking changes. Turn around change leaders as
commanders utilizing their positions of power to force required changes through the
organisation.

Taylorism: It is associated with the fine-tuning, paternalistic approaches to managing

change.

Dumphy and Stance their model indicates that medium to high performance
organisations are likely to be using consultative and directive change management.
(K.Aswathappa, Organisational Behaviour,8th revised Edition, Chapter 20, Page
No.530)

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 Kanter, Stein and Jick - Ten Commandments(1992):
Kanter, Stein and Jick have done a wonderful research on organisation change and
proposed Ten Commandments on how to plan a change process.

Analyse the need for change

Create a shared vision

Separate from past

Create a sense of urgency

Support a strong leader role

Line up political sponsorship

Craft an implementation plan

Develop enabling structures

Communicate and involve people

Reinforce and institutionalize change

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Conclusion
Change management can increases the success of organization and projects
by applyingstructured tools, implementing several methods and designing
precise process. Middlemanageress of any organization is obviously an important
part of successfully implementing the change program. They may resist or support the
change program of the organization they workfor. That is why the top management
needs to ensure the involvement of middle managers forensuring successful
implementation of the change within the deadline. Top managers also needto find out
why the models of planned change not bring about cultural change and take
necessaryactions to resolve these issues. And finally, the leadership approach top
management adopts canhave a both positive and negative on employees commitment
toward the organizational change.Obviously positive imp act of leadership on
employees’ behavior can ensure effectiveimplementat ion of change
program organization is planning to enforce. However, top management
should plan to implement the change in a way so that the middle management
andother employees feel that the change is going to bring some positive outcome
for them. Only then the organization can successfully implement the change
program to bring the desiredoutcome.

1. Earlier, in vardhaman industry mining areas the work was done in an open area,
whereas now it is done in shelters.
2. Earlier, in vardhaman industry the work has to be done through hands but all the
work is done through machines.
3. Earlier, in vardhaman industry the labor use to take advance payment and ran
away without doing any work but now if the advance payment is made to labor
then the same amount of cheque has been issued by labor in favor of the company.
4. Earlier, in vardhaman industry the transportation has to be done through cart but
now it is done through big mchinery.
5. Earlier, in vardhaman industry the revenue is generated through offline
department only but now it can be generated online.

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