A

Research Report

on

CHANGE MANAGEMENT THROUGH HR

Submitted to

Dr. A.P.J. Abdul Kalam Technical University, Lucknow

for the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION

Batch 2021-23

Submitted to Submitted By

Ass. Professor Sanghamitra Das Prachi Chauhan

Roll No. 2108200700055

MBA IV Sem

AJAY KUMAR GARG INSTITUTE OF MANAGEMENT

27th K.M Stone, NH—24, Delhi Hapur Bypass Road,
Adhyatmik Nagar, Ghaziabad- 20100

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STUDENT DECLARATION

I Prachi Chauhan of MBA 2nd Year from Ajay Kumar Garg Institute Of Management,

Ghaziabad hereby declare that the piece of dissertation report entitled “A Research Report

on Change Management Through HR” has been prepared by under the guidance and

supervision of Ass. Professor Sanghamitra Das, Faculty of management AKGIM,

GHAZIABAD. This project report is submitted to the Ajay Kumar Garg Institute of

Management, Ghaziabad in the partial fulfillment for the requirement of the degree in Master

of Business Administration under Dr. APJ Abdul Kalam Technical University, Lucknow.

To the best of my knowledge & belief, this is my own work and has not been submitted

anywhereearlier for any other degree.

Prachi Chauhan

Roll No. 2108200700055

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ACKNOWLEDGEMENT

I would like to impress my deepest appreciation to all those persons who had given such

attention and time to adopted ideas. I would like to extend my heartfelt gratitude to Director

Dr. T.R Pandey for constant support and guidance in completing the project.

I sincerely thanks to my Faculty guide Ass. Professor Sanghamitra Das she has given her

valuable time and feedback to this report. Her guidance helped me in all the time for writing

this Research project Report.

Finally yet importantly, I am thankful to all my friends for inspiration and information. I am

thankful to God and my parents showing their blessings without their precious support it

would not be possible to complete this RPR Report.

Prachi Chauhan

MBA (IV SEM)

Rollno.
2108200700055

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 TO WHOM SO EVER IT MAY CONCERN

This is to certify that Prachi Chauhan, Roll No. 2108200700055, is a bonafide student of

MBA 2nd year of this Institute for the session 2021-2023 and he/she has prepared Research

Project Report titled “A Research Report on Change Management Through HR” of

his/her own for the partial fulfillment of Master of Business Administration (MBA) at Ajay

Kumar Garg Institute of Management, affiliated to Uttar Pradesh Technical University,

Lucknow.

I wish him all the best for the future endeavors.

Dr. T R Pandey
Director

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 TO WHOM SO EVER IT MAY CONCERN

This is to certify that work entitled “A Research Report on Change Management Through

HR” is a Research Project Report done by “Prachi Chauhan” bearing Roll No.

“2108200700055” Under my supervision for partial fulfillment of Master of Business

Administration (MBA) at Ajay Kumar Garg Institute of Management, affiliated to Dr. APJ

Abdul Kalam Technical University, Lucknow.

I wish him all the best for the future endeavors.

Ass. Professor Sanghamitra Das

AKGIM, Ghaziabad

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 TABLE OF CONTENTS

S.N.O TITLE Page no.

1 Declaration 2
2 AKNOWLEDGEMENT 3
3 Executive summary 7
4 Introduction 8-44
5 Objectives of the study 45
7 Literature Review 46-50
8 Research Methodology 51-53
9 Data analysis& Interpretation 54-69
10 Findings 70
11 Conclusion 71-79
13 Limitations 80
14 Bibliography 81

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 EXECUTIVE SUMMARY

“At some unmarked point during the last twenty years we imperceptibly moved out of the modern
age and into a new, as yet nameless, era …. The old view of the world, the old tasks and the old
center, calling themselves ‘modern’ and ‘up-to-date’ only a few years ago, just make no sense any
more. They still provide our rhetoric, whether of politics of science, at home or in foreign affairs.
But the slogans and battle cries of all parties, be they political, philosophical, aesthetic, or
scientific, no longer serve to unite for action – though they still can divide in heat and emotion.
Our actions are still measured against the stern demands of the ‘today’, the post- modern’ world:
and yet we have no theories, no concepts, no slogans-no real knowledge-about the new reality”

Writing in August 1968, I find it impossible to dispute Peter Drucker’s gloomy statement. The
trouble is that we have no “real knowledge” about the new reality, this post-industrial world and
in a way human organizations are more susceptible to change, because of their vulnerability. The
Executive managers of contemporary complex organization are currently and will increasingly
find themselves faced with an expanding mix of demands for their time and energy which is often
termed as turbulence.

It is not that the responsibilities of executive managers have changed “in the recent years of
turbulence” as the past decade is often referred to as. They will continue to be – as they have always
been responsible for the effective operation of their organization. They will be accountable for the
development of priorities, goals, and strategic plans for the future of the organization. The core
problem is to make the best choice around whom to bring together, in

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INTRODUCTION

The development of an organization and, particularly, how you manage change impacts the success

of one’s business. As the speed of change continues to increase, change management is a

fundamental competency needed by managers, supervisors, Human Resources staff, and

organization leaders.

Increasingly, an organization’s ability to respond and adapt quickly while providing increased

stability in the midst of change is a great leverage point for achieving sustainable competitive

advantage.

Business Definition: The coordination of a structured period of transition from situation A to

situation B in order to achieve lasting change within an organization. Change management can be

of varying scope, from continuous improvement, which involves small ongoing changes to

existing processes, to radical and substantial change involving organizational strategy.

Change management is commonly defined as both:-

a) the set of skills and aptitudes an individual needs to successfully initiate and implement change

b) and the applications of tools for change (e.g. training, communication, process re-design, etc.)

in adding value to an organization. HR professionals are increasingly being asked to develop

the personal skills and attitudes for implementing change as well as a technical understanding

of how to apply the tools for change.

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The rate of organizational change has not slowed in recent years, and may even be increasing. The

rapid and continual innovation in technology is driving changes to organizational systems and

processes.

Change management can be reactive or proactive. It can be instigated in reaction to something in

an organization's external environment, for example, in the realms of economics, politics,

legislation, or competition, or in reaction to something within the processes, structures, people,

and events of the organization's internal environment. It may also be instigated as a proactive

measure, for example, in anticipation of unfavorable economic conditions in the future.

Change management usually follows five steps:-

1. Recognition of the trigger indicating that change is needed;

2. Clarification of the end point, or “where we want to be”;

3. Planning how to achieve the change;

4. Accomplishment of the transition; and

5. Maintenance to ensure the change is lasting.

Effective change management involves alterations on a personal level, for example, a shift in

attitudes or work routines, and thus personnel management skills such as motivation are vital to

successful change. Other important influences on the success of change management include

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leadership style, communication, and a unified positive attitude to the change among the

workforce.

A good example of the change management process in action can be found in software

development. Often users report bugs or desire new functionality from their software programs,

which leads to a change request. The product software company then looks into the technical and

economical feasibility of implementing this change and consequently it decides whether the

change will actually be realized. If that indeed is the case, the change has to be planned, for

example through the usage of function points. The actual execution of the change leads to the

creation and/or alteration of software code and when this change is propagated it probably causes

other code fragments to change as well. After the initial test results seem satisfactory, the

documentation can be brought up to date and be released, together with the software. Finally, the

project manager verifies the change and closes this entry in the change log.

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 CHANGE MANAGEMENT

Change Management is concerned with two sets of people i.e., one those who want to effect change

and second is those on whom change is to be effected. Change management is the effective process

of a business change such that executive leaders, managers and front line employees work in

consonance to successfully implement the technology or organizational changes. Every

organization in the recent time is facing the pressure for change may be due to globalization,

government initiatives, or any other reason in order to improve productivity, achieve better results.

The pace of change is increasing day by day and it is an art to develop the skill of living with the

change and also managing the change.

Change Management means “to make changes in a planned and systematic way by introducing

new methods in an ongoing organization”. Change management also constitutes the management

of the change and its impact on the people. In simple words Change management is nothing but

the new ways of thinking, working, engaging and interacting to build an organization. It requires

a shift in our mindsets and mental models in such a way that we commit ourselves to making tough

choices and implementing them. One important aspect that we need to take care is that, just

because a Manager wants to implement change, he cannot expect that everyone in the organization

will be ready to accept it. One can too expect enthusiastic acceptances level of only 20% to 30%

whereas the rest will resist the change.

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Effective change management that makes all employees participate is essential in our world of

turbulence and of shorter cycles of innovation. Changes may affect every industry and every

organizational function.

In every organization, management knows about the external environment and the vision of the

organization. This knowledge is the basis for developing appropriate strategies. Although

challenging, this is the easier part. Nevertheless, management will only be able to successfully

implement a new strategic direction, if they manage to gain the commitment of everyone within

the organization. The point is to develop processes that enable all employees to learn about change

and that to develop a culture of dialogue between management and workforce.

Change management means to make change happen – to flexibly adapt the organization to

ongoing external changes.

Forces for Change: - Organizations face a dynamic and changing environment. This

requires adaptation. Exhibit 19-1 summarizes six specific forces that are acting as stimulants for

change.

1. The changing nature of the workforce: A multicultural environment. Human

resource policies and practices changed to attract and keep this more diverse workforce. Large

expenditure on training to upgrade reading, math, computer, and other skills of employees

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2. Technology is changing jobs and organizations: Sophisticated information

technology is also making organizations more responsive. As organizations have had to become

more adaptable, so too have their employees. We live in an “age of discontinuity.” Beginning in

the early 1970s with the overnight quadrupling of world oil prices, economic shocks have

continued to impose changes on organizations.

3. Competition is changing: The global economy means global competitors. Established

organizations need to defend themselves against both traditional competitors and small,

entrepreneurial firms with innovative offerings. Successful organizations will be the ones that can

change in response to the competition

4. Social trends during the past generation suggest changes that organizations

have to adjust for: The expansion of the Internet, Baby Boomers retiring, and people

moving from the suburbs back to cities A global context for OB is required. No one could have

imagined how world politics would change in recent years. September 11th has caused changes

organizations have made in terms of practices concerning security, back-up systems, employee

stereotyping, etc.

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14
Challenges in Managing Change

The process of change has impact on the whole organization and on all individuals working

there. Change processes influence

What the organization does

The way the organization does things

The way all business units of the organization communicate and share information.

This shows clearly the complexity and scope of change management

Human resource management has an important role in any change process. Change always needs

people: for developing objectives, for identifying the need for change, for developing solutions

and for implementing these solutions. Technology can support and influence change, but it can

never replace people.

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Another challenge of managing change is that there is no chance to ‘undo’ mistakes once they

were made. If you allocate resources in an inefficient way, you still have the option to provide

additional resources in order to achieve your objective. If you once failed to make your employees

participate in the change process, you will hardly be able to motivate them again.

Change management is an approach to transitioning individuals, teams, and organizations to a

desired future state. In a project management context, change management may refer to a project

management process wherein changes to the scope of a project are formally introduced and

approved.

APPROACH

Organizational change is a structured approach in an organization for ensuring that changes are

smoothly and successfully implemented to achieve lasting benefits.

Globalization and the constant innovation of technology result in a constantly evolving business

environment. Phenomena such as social media and mobile adaptability have revolutionized

business and the effect of this is an ever increasing need for change, and therefore change

management. The growth in technology also has a secondary effect of increasing the availability

and therefore accountability of knowledge. Easily accessible information has resulted in

unprecedented scrutiny from stockholders and the media and pressure on management.

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With the business environment experiencing so much change, organizations must then learn to

become comfortable with change as well. Therefore, the ability to manage and adapt to

organizational change is an essential ability required in the workplace today. Yet, major and

rapid organizational change is profoundly difficult because the structure, culture, and routines of

organizations often reflect a persistent and difficult-to-remove "imprint" of past periods, which

are resistant to radical change even as the current environment of the organization changes

rapidly.

Due to the growth of technology, modern organizational change is largely motivated by exterior

innovations rather than internal moves. When these developments occur, the organizations that

adapt quickest create a competitive advantage for themselves, while the companies that refuse to

change get left behind. This can result in drastic profit and/or market share losses.

Organizational change directly affects all departments from the entry level employee to senior

management. The entire company must learn how to handle changes to the organization.

Choosing what changes to implement

When determining which of the latest techniques or innovations to adopt, there are four major

factors to be considered:

1. Levels, goals, and strategies

2. Measurement system

3. Sequence of steps

4. Implementation and organizational cha

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Barriers in Managing Change

There are many models for systematically managing change processes. So why are there problems

in successfully implementing change? It is a well-known insight that top management support is

one of the critical success factors for any change effort. If top management does not buy in – why

should anybody else? Nevertheless, there are some more barriers that could hinder successful

change.

Barriers of Perception

 Stereotypes in analysis: We see what we expect to see.

 Difficulties to identify and to analyze the core of the problem/the real cause of the

problem.

 Too narrow scope of the problem: Problems are approached with a one-sided view that

focuses on particular aspects only.

 Lacking ability to see all sides of the problem.

 Information overload: Difficulties to distinguish between relevant data and available data.

 Misjudgments: People think they take into consideration all data they can get hold on;

however, they actually do not really exploit all information that is available.

Perceptual problems most often occur during analysis of the own situation (internal analysis,

identification of internal weaknesses) and during evaluation of options. This may lead to a sub-
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optimal solution that does not really tackle the causes of the problem. The result is a waste of

resources – in terms of financial resources, time and commitment.

Emotional barriers

 Risk-aversion: Fear to make mistakes or to fail.

 Lack of ability to process incomplete or contradictory information: Solving complex

problems is never easy. Incomplete information may lead to an elimination of promising

ideas.

 Preference to evaluate existing ideas instead of generating new ideas. Early evaluation of

suggestions may sort out creative ideas. Early ideas often base on incomplete information.

That makes it easier to reject them. Normally people find it much easier to come up with

reasons for rejecting an idea than with reasons for supporting and idea.

 Not taking time for thinking: In many projects, people are not able to lean back and think

about a problem because they feel under pressure to deliver results quickly.

These emotional barriers may cause serious problems in change processes since they hinder the

generation of new ideas and approaches. Nevertheless, the critical question of any change ‘Are we

doing the right things?’ requires open discussion, new and unconventional approaches.

Brainstorming activities may be of help here.

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Cultural Barriers

 Taboos: Particular issues may have the character of a taboo in an organization. Hence, they

are extremely difficult to analyze and to change.

 More focus than imagination: Children are more creative than adults are. A potential reason

is that our culture attaches great importance to targeted thinking. Thus, we virtually unlearn

how to be imaginative and creative with our ideas.

 Problem solving is seen as a serious matter: There is no place for humor in the process of

problem solving; hence, there will not be much freedom for creativity.

 Reasons and intuition: It is generally accepted in business life that critical reasoning,

objective analysis, logic, figures and facts are good things. Intuition and fun are seen as

sub-optimal. In our personal life, however we are used to base many important decisions

on our intuition and our feelings – for instance choice of friends and partners.

 Tradition and change: It is a challenging task to overcome traditions. This is especially true

when employees do not see the relation between their traditions and an existing problem.

On the other hand, traditions can be the basis for personal commitment in change processes.

These cultural barriers hinder the development and evaluation of solutions for problems in the

organization. Moreover, they limit options for new approaches in change processes.

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Environmental Barriers

 Lack of support: Many people perceive changes as a threat for their personal status.

Changes move the whole organization as well as every single employee out of their

‘comfort zone’. Therefore, there will always be some people who try to stop or ignore the

process.

 Lack of ability to accept criticism: Those who create new ideas may set up new barriers

when they ignore justifiable criticism. The ability to accept criticism is a major

precondition for establishing trust and for gaining support.

 Managers who always know the answer: Some managers are successful because the have

good ideas and are able to implement them. But only those, who listen to their employees,

will be able to use their creativity as well.

Such environmental barriers have effects on all phases of change. The can create a feeling of

togetherness and mutual support as well as of egoism and competition.

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Cognitive Barriers

 Use of wrong terminology: The use of language and terminology that is appropriate for

the receivers of the message can support creativity and motivation.

 Sticking to strategies: There are many strategies for problem solving and for managing

change. However, they are often applied wrongly – to rigid or not rigid enough.

 Lack of complete and correct information: This is a major problem that cannot really be

solved. The probably best solution is a balanced mix of information and creative ideas. 

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BENEFITS AND SIGNIFICANCE OF CHANGE MANAGEMENT

The subject matter holds a tremendous importance for both individual and organization. Let us

discuss some of the benefits from organization perspective.

1. Understanding environment (society, government, customers)

It is important for organization to understand, assess and gauge the dynamics in its external

environment in order to envisage and establish an appropriate relationship with various actors like

government, customers and society. Therefore managers by knowing the subject of change

management can better be prepared to understand whatever is going on in the environment.

2. Objectives, strategy formulation & implementation (to develop competitive

advantage)

Second is consequent upon knowing the impact of change at extraneous level on its own internal

Dynamics and the foremost are objective setting and seeking competitive advantage.

3. Employees (trained, high performing work practices, reliable organization)

The employees are the recipient of change plan. One such perpetual concern of senior managers

is to make organization highly reliable, therefore employees ought to be trained and high

performing one in today’s hyper competitive world.

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4. Technology Issues

Technology is considered the engine of growth in today’s world. Perhaps the greatest challenge

for contemporary organizations is the acquisition and integration of technology in its strategy,

structure and process. As such the concern of top managers is how to avoid organization being

obsolete and how to cope and absorb the impact of changing information and communication

technologies which have decisively influencing production and consumption behavior?

5. Globalization

The management of international economic and political forces what is today known as

Internationalization and globalization is yet another important factor influencing decision making

of Organization. No organization or nation can stay independent and indifferent to whatever is

happening at international (political) level. Supra – national institutions are becoming more

assertive over nation states not only in political terms but also on social issues like child labour

and gender issues. So government and states are considered somewhat less sovereign in

imposing their will over their subjects (individual and organizations) against the ever increasing

and complex interdependencies amongst states. For example the compulsions and legal

provisions of international treaties like WTO and ISO certification regimes have decisively

influenced the organizations and economies of the developing world. Hence imperative for

managers, CEOs and entrepreneurs from smaller or larger organizations alike, of different

sectors of economy, are to understand the complexities of globalization and its impact on

organization’ business.

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Relationship of Management with Change Management. The relationship can be understood

along the following lines:

 First, we have to consider that change management is a subject with cross-cutting theme,

applicable across various traditional functional areas like management, marketing,

production, finance and comprehensively with more recent strategic management

concepts. For instance, this is related with marketing where the concern might be new

product or market development, or can be related with production like the introduction or

acquisition of new technology or skills. Viz. the finance - budgetary allocations, revisions

and cost-cutting strategies, and for HR the concern is behavioral modification, formation

and accumulation of technical and managerial knowledge, skills and values.

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APPROACHES TO MANAGING CHANGE

The implementation of any change process has effects on the employees in an organization. Hence,

there is a feedback from the change process to the people involved. Their experiences with a

particular change project will have impact on further actions and their acceptance of further

changes.

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The following tips may improve acceptance of change in an organization:

 Be open-minded for new ideas. Do not sort out options and ideas until a final decision

has to be taken.

 Protect new ideas from criticism.

 Listen to suggestions and appreciate good ideas.

 Eliminate the „We have always done it that way“-culture. Move your employees and the

whole organization out of the comfort zone.

 Learn from mistakes in the past.

 Focus on the good aspects of a new idea rather than on potential problems.

 Share risks.

 Build upon ideas.

 Do not make your judgment on ideas and suggestions too early.

 And again: let your employees participate in all phases of the change process. Build

commitment.

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A. Lewin’s Three-Step Model

1. Kurt Lewin argued that successful change in organizations should follow three steps

(Exhibit 9-5):

 Unfreezing the status quo

 Movement to a new state

 Refreezing the new change to make it permanent

The status quo can be considered to be an equilibrium state. To move from this equilibrium—to

overcome the pressures of both individual resistance and group conformity—unfreezing is

necessary.

 The driving forces, which direct behavior away from the status quo, can be increased.

 The restraining forces, which hinder movement from the existing equilibrium, can be

decreased.

 A third alternative is to combine the first two approaches.

Once the change has been implemented, the new situation needs to be refrozen so that it can be

sustained over time. Unless this last step is taken, there is a very high chance that the change will

be short-lived and that employees will attempt to revert to the previous equilibrium state. The

objective of refreezing is to stabilize the new situation by balancing the driving and restraining

forces.

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29
B. Kotter’s Eight-Step Plan for Implementing Change

2. John Kotter of the Harvard Business School built on Lewin’s three-step model to create a more

detailed approach for implementing change. Kotter began by listing common failures that

managers make when trying to intiate change. Kotter’s Eight Sequential steps for Implementing

Change are:-

1. Establish a sense of urgency by creating a compelling reason for why change is needed.

2. Form a coalition with enough power to lead the change.

3. Create a new vision to direct the change and strategies for achieving the vision.

4. Communicate the vision throughout the organization.

5. Empower other to act on the vision by removing barriers to change and encouraging risk

taking and creative problem solving.

6. Plan for, create and reward short-term “wins” that move the organization toward the new

vision.

7. Consolidate improvements. Reassess changes, and make necessary adjustments in the new

programs.

8. Reinforce the changes

by demonstrating the relationship between new behaviors and organizational success

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C. Transformational Change and Transactional Change. Burke and George H. Litwin.

Explanation of the Causal Model of Organizational Performance and Change of W. Warner

Burke and George H.Litwin. (1992) Organizational change is a kind of chaos. Like the 7-S

Framework by Pascale and Athos, the Burke-Litwin Model integrates a range of factors that

provide some guidance to understand how organizations work amidst this chaos. Burke and

Litwin go one step further by arguing that there are certain consistent causal linkages among

these classes of events.

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Managing Job Stress:

Here’s some valuable information on how to manage the stress that comes with your job.

How Can I Deal With The Stress of a New Job?

Working a new job can be exciting, but, as with other lifestyle changes, a new job can also

bring stress. The following tips can help you deal with the stress of a new job, or anyother

lifestyle change.

Job Satisfaction: Find Satisfaction at Your Current Job

If you’re overstressed and at risk for job burnout, you may feel that a major life overhaul

is necessary for you to be able to enjoy your job and avoid burnout. Before making major

changes, this article can help you to better enjoy your situation with a few minor

adjustments, and give you food for thought on whether major changes may be necessary.

The following suggestions can help you increase job satisfaction.

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Tips for Managing Stress and Change at Work

About’s Human Resources guide discusses what causes stress, both positive and negative

types, what affects our coping skills, and what we can do to reduce and manage the stress

we have in our work and personal lives.

Laughing Your Way to Organizational Health

Psychotherapist and stand-up comic David Grainier explains the research on and

importance of laughter in the workplace, and how it can actually increase productivity.

This is especially relevant for those working in human resources and running companies,

but also useful for anyone who works in an office.

Love Your Job

Like many people, you may find that the job you currently hold is not the job of your

dreams. However, while finding a new job may be a good idea for you, this article makes

a good case for loving your current job while you’re still there, and gives some useful tips

on how to do it.

Stress Reduction:

This short but sweet piece gives you four great ideas on how to reduce stress quickly. These

work especially well with workplace and parenting stress, but can be used effectively with

most types of stress.

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 Separate Experiences For Mom and Dad. This is a nice summary of research on how men

and women are affected by the two types of stress, and how changing roles influence the

stress we experience. Interesting findings!

Techniques of stress management:

 Autogenic Training: Autogenic training is a relaxation technique developed by the

German psychiatrist Johannes Schultz and first published in 1932. The technique

involves the daily practice of sessions that last around 15 minutes, usually in the morning,

at lunch time, and in the evening. During each session, the practitioner will repeat a set

of visualizations that induce a state of relaxation. Each session can be practiced in a

position chosen amongst a set of recommended postures (e.g. lying down, sitting

meditation, sitting like a rag doll, etc.). The technique can be used to alleviate many

stress-induced psychosomatic disorders.

Example of an autogenic training session

1. Sit in the meditative posture and scan the body

2. "my left arm is heavy and warm" (repeat 3 times)

3. "my arms and legs are heavy and warm" (repeat 3 times)

4. "my heartbeat is calm and regular" (repeat 3 times)

5. "my solar plexus is warm" (repeat 3 times)

6. "my forehead is cool “finish part one

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7. by cancelling

8. start part two by repeating from steps 2 to cancelling

9. part three repeat steps 2 to cancelling

 Cognitive Therapy: Cognitive therapy seeks to help the client overcome difficulties by

identifying and changing dysfunctional thinking, behavior, and emotional responses. This

involves helping clients develop skills for modifying beliefs, identifying distorted thinking,

relating to others in different ways, and changing behaviors. Treatment is based on

collaboration between client and therapist and on testing beliefs. Therapy may consist of

testing the assumptions which one makes and identifying how certain of one's usually-

unquestioned thoughts are distorted, unrealistic and unhelpful. Once those thoughts have

been challenged, one's feelings about the subject matter of those thoughts are more easily

subject to change. Beck initially focused on depression and developed a list of "errors" in

thinking that he proposed could maintain depression, including arbitrary inference,

selective abstraction, over-generalization, and magnification (of negatives) and

minimization (of positives).

A simple example may illustrate the principle of how CT works

Having made a mistake at work, a person may believe, "I'm useless and can't do anything

right at work." Strongly believing this, in turn, tends to worsen his mood. The problem may

be worsened further if the individual reacts by avoiding activities and then behaviorally

confirming his negative belief to himself. As a result, an adaptive response and further

constructive consequence becomes unlikely, which reinforces the original belief of being

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 "useless." In therapy, the latter example could be identified as a self-fulfilling prophecy or

"problem cycle," and the efforts of the therapist and client would be directed at working

together to change it. This is done by addressing the way the client thinks and behaves in

response to similar situations and by developing more flexible ways to think and respond,

including reducing the avoidance of activities. If, as a result, the client escapes the negative

thought patterns and dysfunctional behaviors, the feelings of depression may, over time, be

relieved. The client may then become more active, succeed and respond more adaptively

more often, and further reduce or cope with his negative feelings.

 Conflict Resolution: Conflict resolution is a range of processes aimed at alleviating or

eliminating sources of conflict. The term "conflict resolution" is sometimes used

interchangeably with the term dispute resolution or alternative dispute resolution.

Processes of conflict resolution generally include negotiation, mediation and diplomacy.

The processes of arbitration, litigation, and formal complaint processes such as

ombudsman processes, are usually described with the term dispute resolution, although

some refer to them as "conflict resolution." Processes of mediation and arbitration are often

referred to as alternative dispute resolution.

 Getting a Hobby: the hobbies are the best way of diverting one’s mind from all kinds of

stress the person has since, that person get very much involved in doing what he likes. So,

everyone should have a hobby and he/ she should spend some time in it.

 Meditation: Meditation is a mental discipline by which one attempts to get beyond the

reflexive, "thinking" mind into a deeper state of relaxation or awareness. Meditation often

involves turning attention to a single point of reference. It is recognized as a component

36
 of many religions, and has been practiced since antiquity. It is also practiced outside

religious traditions. Different meditative disciplines encompass a wide range of spiritual

and/or psychophysical practices which may emphasize different goals -- from achievement

of a higher state of consciousness, to greater focus, creativity or self- awareness, or simply

a more relaxed and peaceful frame of mind.

 Nootropics: Nootropics, also referred to as smart drugs, memory enhancers, and cognitive

enhancers, are drugs, nutraceuticals, brain food and functional foods that are purported to

improve human cognitive abilities.[1][2] The term covers a broad range of substances

including drugs, nutrients and herbs with claimed cognitive enhancing effects.

 The word nootropic was coined in 1964 by Dr. Corneliu E. Giurgea, derived from the

Greek words noos, or "mind," and tropein meaning "to bend/turn". Typically, nootropics

are thought to work by altering the availability of the brain's supply of neurochemicals

(neurotransmitters, enzymes, and hormones), by improving the brain's oxygen supply, or

by stimulating nerve growth. However the efficacy of nootropic substances in most cases

has not been conclusively determined. This is complicated by the difficulty of defining and

quantifying cognition and intelligence.

 Relaxation Techniques:

 Imagery in Relaxation: One common use of relaxation imagery is to imagine a

scene, place or event that you remember as safe, peaceful, restful, beautiful and
37
 happy. You can bring all your senses into the image with, for example, sounds of

running water and birds, the smell of cut grass, the taste of cool white wine, the

warmth of the sun, and so on. Use the imagined place as a retreat from stress and

pressure.

 Self-hypnosis: It is when you hypnotize yourself. This is often more practical as a

stress management tool than normal hypnosis, as you do not need to have a

hypnotist present.

 Artistic Expression: It refers to the feeling which are evoked and the ideas which are

expressed through works of art. It provides an opportunity for the employees to express

themselves artistically.

 Fractional Relaxation: Fractional relaxation is a method of releasing muscular tension in

one small part of the body at a time, such as relaxing one finger, then relaxing another, then

adding another. Then the whole hand is relaxed, followed by the forearm, and then the

upper arm. The other arm is relaxed next, starting with a finger... Then the legs (each

starting with a toe) and so on, including all body parts (including all the parts of the head)

until the entire body is relaxed. The fractional relaxation approach is often used in

preparation for trance induction and hypnosis, but is very useful as a relaxation technique

by itself. The theory behind this tension release method is that it is easier to relax a fraction

of the body than it is to relax the whole body all at once.

 Progressive Relaxation: Progressive muscle relaxation (or PMR) is a technique of stress

[1]
management developed by American physician Edmund Jacobson in the early 1920s .

38
 Jacobson argued that since muscular tension accompanies anxiety, one can reduce anxiety

by learning how to relax the muscular tension.

Progressive relaxation involves alternately tensing and relaxing the muscles. A person

practicing it may start by sitting or lying down in a comfortable spot and taking some deep

breaths, and then he or she will proceed to tense, then relax, groups of muscles in a

prescribed sequence (one such sequence is starting with the hands and moving up to the

arms, shoulders, neck, and head, and then down the torso and legs to the feet). The effect

of the tension-relaxation sequence is to cause deeper relaxation than would be achieved

by simply attempting to relax.

 Stress Balls: A stress ball is a malleable toy, usually not more than 7cm in diameter. It is

squeezed in the hand and manipulated by the fingers, ostensibly to either help relieve stress

and muscle tension or to exercise the muscles of the hand.

 Natural Medicine

 Clinically Validated Alternative Medicines: The term alternative medicine, as used in the

modern Western world, encompasses any healing practice "that does not fall within the

realm of conventional medicine". Commonly cited examples include naturopathy,

herbalism, traditional Chinese medicine, Unani, Ayurveda, meditation, yoga, biofeedback,

hypnosis, homeopathy, acupuncture, and diet-based therapies, in addition to a range of

other practices. It is frequently grouped with complementary medicine, which generally

refers to the same interventions when used in conjunction with mainstream techniques

under the umbrella term complementary and alternative medicine, or CAM. Some

significant researchers in alternative medicine oppose this grouping, preferring to

39
 emphasize differences of approach, but nevertheless use the term CAM, which has

become standard.

 Listening to Certain Types of Relaxing Music, particularly:

 New Age music

 Classical music

 Psychedelic music (rock music)

 HR should engage more seriously with finding out what its customers need and their

experiences of current HR services: HR functions should obtain much more thorough

feedback from their internal customers – line managers, senior managers and employees.

This should cover both what they need from HR, and their user experience of current

services. Such feedback can generate a clear overview – or ‘footprint’ – of the HR function

in a particular organization. It can provide fresh insights and help the HR function to focus

its efforts in areas that add value to the business.

 HR needs to be responsive – clear about what it is there for and what services it offers; easy to

contact; and able to respond quickly, efficiently and effectively: HR operates across a wide range

of subject areas (recruitment, performance, reward, development and so on) and has been

40
 changing in the way it works, and often restructuring its administrative and advisory services. It is

easy for managers and employees to get confused by the shifting structures of HR and its strange

terminology. Managers and employees need a clear understanding of what HR thinks it is there to

do, what services it is offering, and how to access these.

 Managers want an independent-minded HR function, which understands the workforce and

can help management balance employee and business needs: Senior managers are generally

strongly of the view that HR is there to support employees as well as managers: ‘HR is there to

support the line and employees in order to support the businesses. Both managers and employees

appreciate the skilled help HR often gives in resolving serious disagreements or performance

problems at individual level.

Effective HR services for employees are seen as supporting, not diluting, the responsibility of the

line for people management. The ability of HR to coach line managers, especially around managing

performance, is highly valued.

 Customers do want an HR function with strategic business impact, but this is about solving

problems that are strategically important for the business, not about separate HR strategies :

The HR community sees itself as on a journey to becoming more ‘strategic’ in its influence on the

business. The customers of HR want this too, but their vision of strategic HR is an essentially

practical one. Being strategic from a management perspective is about working with the line – at

all levels – on people issues or problems that have a strategic impact on the business.

41
 The customers of HR want a ‘proactive’ HR function, which spots issues ahead of time and

works closely with managers to address them: Proactive HR would:

 enable managers and employees to do business better by being more closely involved

with tackling people problems and issues

 help to ‘nip problems in the bud’ by spotting them early

 bring in good ideas from outside the business

 be more assertive if managers are flouting policies or codes of behavior

 coach and train managers to manage and motivate their people better

 work ‘across the business’ to achieve more consistency of people management and to

develop and deploy people better for the benefit of the whole organization

 Customers want professional HR support from real ‘people partners’: To deliver responsive

and proactive HR support, customers want HR people to be proper professionals in HR. This means

having real ‘expertise’ based both on theory and evolving good practice, in order to give consistent,

fair and reliable information and advice. HR people also need understanding of the business context

and the workforce perspective, and to be confident and assertive enough to challenge managers

where necessary.

42
 DEFINITION: CHANGE MANAGEMENT

Change management is a systematic approach to dealing with change, both from the perspective of an

organization and on the individual level. A somewhat ambiguous term, change management has at least three

different aspects, including: adapting to change, controlling change, and effecting change. A proactive

approach to dealing with change is at the core of all three aspects. For an organization, change management

means defining and implementing procedures and/or technologies to deal with changes in the business

environment and to profit from changing opportunities.

Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like

plants and animals, organizations and the individuals in them inevitably encounter changing conditions that

they are powerless to control. The more effectively you deal with change, the more likely you are to thrive.

Adaptation might involve establishing a structured methodology for responding to changes in the business

environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping

mechanisms for responding to changes in the workplace (such as new policies, or technologies).

Change management can be of varying scope, from continuous improvement, which involves small ongoing

changes to existing processes, to radical and substantial change involving organizational strategy. Change

management can be reactive or proactive. It can be instigated in reaction to something in an organization's

external environment, for example, in the realms of economics, politics, legislation, or competition, or in

reaction to something within the processes, structures, people, and events of the organization's internal

environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable

economic conditions in the future. Change management usually follows five steps: recognition of a trigger

indicating that change is needed; clarification of the end point, or "where we want to be"; planning how to

achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting.

Effective change management involves alterations on a personal level, for

43
example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are

vital to successful change. Other important influences on the success of change management include

leadership style, communication, and a unified positive attitude to the change among the workforce. Business

process reengineering is one type of change management, involving the redesign of processes within an

organization to raise performance. Change agents are those people within an organization who are leaders

and champions of the change process.

Change management principles

1. At all times involve and agree support from people within system (system = environment,

processes, culture, relationships, behaviors, etc., whether personal or organizational).

2. Understand where you/the organization is at the moment.

3. Understand where you want to be, when, why, and what the measures will be for having got

there.

4. Plan development towards above No.3 in appropriate achievable measurable stages.

5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as

fully as is possible.

44
 OBJECTIVES

The objectives of doing this research report are: -

1. To identify the changes in organization that form a part of change management.

2. To identify the reasons for resisting the change in organization.
3. To identify the role of HR in managing the resistance to change.

45
 REVIEW OF LITERATURE

An early model of change developed by Lewin described change as a three-stage process. The first

stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind

set". Defense mechanisms have to be bypassed. In the second stage the change occurs. This is

typically a period of confusion and transition. We are aware that the old ways are being challenged

but we do not have a clear picture as to what we are replacing them with yet. The third and final

stage he called "freezing". The new mindset is crystallizing and one's comfort level is returning

to previous levels. This is often misquoted as "refreezing" ( Lewin K (1951)

Miles (1986) identified fourteen key success factors across the three phases of the change process

that affect the culture of the school. These factors serve as a guide to look at the different phases

of an initiative and what support and assistance are necessary for continuous improvement. The

initiation phase an innovation is linked to a high profile need: that a clear model of implementation

exists, that there is/are one or more strong advocates, and, that there is active initiation. The

implementation phase: coordination shared control, pressure and support, ongoing technical

assistance, and early reward for teachers The institutionalization phase: embedding, links to

instruction, widespread use, removal of competing priorities, and continuing assistance.

The Change Model of Beck hard and Harris (1987) I t is a simple yet powerful tool that gives you

a quick, first impression of the possibilities and conditions to change an organization. The move

to employee involvement in change, and the use of internal or external consultants to

46
manage reactions to change, represents a shift in thinking from earlier management theory, such

as Frederick Winslow Taylor's scientific management approach, which became known

as Taylorism. The Change Model Formula (Change Equation) is:- D x V x F > R = Dissatisfaction

x Vision x First Steps > Resistance to Change

Andrew Pettigrew and Richard Whipp (1991) distinguish between three dimensions of strategic

change:- Content (objectives, purpose and goals) – WHAT, Process (implementation) – HOW,

Context (the internal and external environment) – WHERE Pettigrew and Whipp emphasizethe

continuous interplay between these change dimensions. The implementation of change is an

"iterative, cumulative and reformulation-in-use process." Successful change is a result of the

interaction between the content or what of change (objectives, purpose and goals); the process or

how of change (implementation); and the organizational context or where of change (the internal

and external environment).

Burke and Litwin (1992) in an article in the Journal of Management in which they add a few factors

to the 7-S Framework and combine this with a high-level change process theory, in which

certain elements cause changes of other elements. Overview: the framework integrates many major

change factors:- External environment is the main factor (although not necessarily the starting

point), The hierarchy and causality between the elements, The model distinguishes between the

set of variables that influence and are influenced by organizational climate (everyday, transactional

level) and those influenced by organizational culture (fundamental, transformational level).

47
Jacob Mankidy (1993) says that To make internal system strong, the HR/IR policies and practices

have to be conducive. It has now become imperative for the bank managements to initiate proactive

efforts to evolve positive HR/IR policies and practices. There is a greater need to look at the entire

HR/IR as a comprehensive whole rather than as disjointed efforts. In turn this would facilitate

employee satisfaction and better customer services in banks.

Sami. A. Khan (1997) states that HR functionaries have to develop a fuller understanding of HR

instrumentaliies and their operationalization. At the same time they have to be well aware about

the dynamics of change in organizational settings. HR mechanisms and decisions are not end in

themselves rather they are facilitators of coordinated efforts towards organizational excellence.

This has to well understand by the HR functionaries and top management involving line managers.

Whelan-Berry and Gordon (2003) consider the changes across all three levels of analysis from the

management and psychology literature, included all three aspects of an organizational change

process. This model highlight an important aspect, that the change occurred at one levels can affect

directly, how and whether change initiatives are adopted at a different level. Thus, the

organizational-level change vision may not move employees to the individual point of change

action or adoption, the group-level change process can inhibit or facilitate the individual level

change process, the transition between the organizational, the group, and the individual levels of

the change process is critical for an effective change process.

48
Employee commitment to organizational change: Janet Turner Parish, Susan Cadwallader, Paul

Busch (2008). This study aims to focus on the role of employee commitment in the success of

organizational change initiatives. The authors seek to propose a model that delineates antecedents

and consequences of affective, normative, and continuance commitment to organizational change.

The results demonstrate that the antecedents: fit with vision, employee- manager relationship

quality, job motivation, and role autonomy all influence commitment to change (C2C). Notably,

affective commitment, which in turn influences employee perceptions about improved

performance, implementation success, and individual learning regarding the change, had the

greatest impact.

Mats Larsson, in the book Global Energy Transformation (2009), argues that change management

will become necessary on the level of society in order to transform energy systems on a large scale.

Transforming global systems of transportation, energy supply and industrial processes, is an

undertaking that will require large investments, change in individual behavior and company

routines on a large scale and during a short space of time. This effort will also require the

cooperation of many companies, public organizations and individuals.

49
 RESEARCH METHODOLOGY

● Both Secondary and Primary data is collected.

● Secondary Data is collected using the external secondary data sources like periodicals,
books and articles from Internet.
● Primary Data is collected through the Survey Research. Sample size of 68 employees is taken
● Questionnaire is prepared for the Primary Data.

Research design
● Exploratory research design: - this kind of research design is used when the
problem is vague, its main objective is to explore and obtain clarity about the problem
situation. It mostly involves a qualitative investigation.
● Descriptive research design: -this design is used when a comprehensive and detailed
explanation is required for the problem of the study.
Data Requirements
● Primary data which is collected through self-structured questionnaire and Secondary
data which is collected through websites and other research papers.
● Data collection from primary sources:
● Primary source is a source from where we collect first-hand information or original
data on a topic. The primary data was collected through a closed-ended questionnaire
designed exclusively for the study.

● Data collection from primary and secondary sources:

● Google form
● Websites

50
DATA ANALYSIS

CHANGE :- MEANING

The Pie Chart below shows the percentage of employees who are aware of the term change and

change management and understand the meaning of change as any improvement in the present

situation or process.

59% employees know what is change and strongly agree with the definition, 32% people agree

with the meaning an understand that change is brought about for improvements in scenario 6% are

indifferent with it and 3% employees disagree and do not mean this by change.

51
SHARING IDEAS

Here in the following Pie Chart we can see the percentage of employees who want to be involved

in decision making and are willing to share their ideas with the management and give suggestions.

63% of employees are very keen and interested a lot in giving their ideas to the management and

are strongly in favor of sharing their views with the management, 30% employees Agree that they

would like to share their views and ideas with the management if given a chance and 7% are

indifferent in this matter. So the company should give opportunity to the employees so that they

can share their thoughts and help in decision making they want to be involved in the procedures

of the company.

52
TYPES OF CHANGES

Types of changes that have occurred in COOX are mostly:-

1. Structural

2. Functional

3. Timings

The most common types of change in COOX are these three the survey indicates that Functional

change has occurred most of the time as in the Pie Chart it is clear 41% employees say that

Functional change is the most common type and after that is Structural ie 37% and Timing change

has occurred less number of time and 15% employees say that.

53
The Pie Chart below shows the Change Type that affected the employees most.

Most of the employees are affected more by Functional change i.e. 66%, 7% people got affected

with the Structural change and 5% with Timings change. There are employees who say that they

were affected by all the three types of change the percentage for that is 10% and 12% say there are

Other Types that have affected them.

54
1. OBJECTIVES

A. PSYCHODYNAMICS OF EMPLOYEES AT THE TIME OF CHANGE: - The

following Pie Charts and Bar Graphs indicate the psychodynamics of the employees at the

time of change. The problem they face or their satisfaction level, they get affected with the

changes so much so that they sometimes undergo stress, remain disturbed, express or do not

express their dissatisfaction, reaching late etc.

1. Here 69% employees are partially satisfied with the management reasons for change and agree

that changes are necessary for the growth of the organization as well as development and growth

of employees. 16% are fully satisfied with the changes that have occurred 9% and 6% are

percentage of employees who are partially and fully dissatisfied with the changes respectively.

55
2. The Bar Graph shows that about 50% of the employees have Expressed their views and feelings

against the changes personally in written whereas 31% of employees have not expressed their

feelings against the change the reason can be that they do not feel its worth to talk to management

about it or other 18% people have expressed their feelings against the change Orally and 1% have

Expressed it publicly in written.

This shows the psychodynamics of people the way they react to certain conditions some go to an

extent to express their feelings and some do not say or do not want to express for reasons can be

many like do want to take any kind of risk or indifferent whereas few people take the initiative to

talk about the problems with their management and try to find out solutions to it.

56
3. 62% people agree that their working conditions and authority gets affected with the change
and 30% disagree with the statement.

57
4. 66% of the employees say that they seldom undergo stress due to change 18% say they never

undergo stress 15% say very often they have stress whereas 1% say they always undergo stress.

58
5. 66% agree that there is Ambiguity at work place due to change 26% disagree 6% and 2%
strongly agree and strongly disagree.

6. 62% employees say that they reach late sometimes due to change 24% say they never get late
for office 13% say very often and 1% say they get late all the working days.

59
B. REASONS FOR RESISTING CHANGE

The above graph shows the percentage of employees who say that there is resistance from people.
71% employees say that 50-75% employees resist changes 13% say that 35-50% employees resist
change and 13% also say that less than 35% people resist change and 35 say that more than 75%
employees are resistant to change. The reasons for their resistance can are :-

1. Dissatisfaction with change because they did not have good experience with change.
2. Monopoly of Management
3. Changes are not necessary
4. Change create problems like stress, distubance at work, monotonous work etc.
5. Changes affect their working conditions and their authority

60
44% are dissatisfied with changes,19% feel changes are not necessary, 15% have affected working
condition, 15% feel their work becomes monotonous they undergo stress, and 7% say there is
monopoly of the management.

61
C. INDIVIDUALS EFFORT TO COPE UP WITH STRESS AND CHANGE.

These are the efforts made by the employees to cope up the stress they face. This Pie Chart is based

on the open-ended question. All the answers are in these category majority says that is 29% that

they are trying to upgrade their skills 19% say Going along can be one way to cope up stress 17%

employees share their views with the management 15% Ignore an try to look into new areas and

options, 9% and 7% find it more convenient to get involved in Utilizing their time and look at

change as an advantage respectively while 3% and 1% have said that want to change their jobs and

some invest time in analyzing the changes respectively.

62
D. MANAGEMENT EFFORTS TO MINIMISE RESISTING FORCES.

Management has made certain efforts to minimize the resistance which include :-

1. Financial Rewards (Bonus, Incentives, Salary hike)

2. Non-Financial Rewards (Recognition, Appreciation)

3. Meditation

Views of Employees:- 72% say that Non Financial Rewards (Recognition, Appreciation) are more

beneficial and satisfying 21% employees say that nothing was done for resisting change 4% says

that Financial Rewards were given and are more important and appropriate 3% people say

Meditation like schemes were good

63
2. HYPOTHESIS

A. OPENNESS TO CHANGE MORE AMONG MALES COMPARED TO FEMALES.

Fig 4.15

The above Graph shows the Ratio of Male and Female employees with respect to the responses.
79% of the employees are Males and 21% are Females. According to the responses.

64
Openness towards change is more among male employees compared to female was the hypothesis
statement and this graph prooves the statement.
Here the number of male responses were 54 and female were 14. Out of them the readiness to
accept change is 38 in males and 7 in females which is equal to 70% readiness and more acceptance
is there and 50% acceptance is there in the females. Hence mle employees are more acceptable
towards change than the female employees.

65
B. OPENNESS IS MORE AMONG THE NEW COMERS COMPARED TO
EXPERIENCED.

32% Employees have experience of 1-3 years 30% employees have 3-5years experience

19% have 1-12month experience. 12% and 7% are employees with experience of 5-8 years and

8-10 years respectively.

66
Employees with experience of 5-8yrs and 8-10yrs are 63% and 80% respectively Resistance of

employees with 3-5yrs is 50% and for new comers with experience of 1month-3yrs is 46% and

45%. So new comers are less resistant than experienced ones. So hypothesis that new comers are

more acceptable to change than the experienced employees is turns out to be true.

67
C. STRATEGIES ADOPTED BY ORGANIZATION ARE INEFFECTIVE.

Strategies adopted by the organization were ineffective and reasons for that are :-

1. Lack of Management Interest

2. Lack of employees Interest

3. Problems at work

4. Both lack of management and employees interest

40% say that the management efforts for resisting change Lack of Employees Interest

29% say that Lack of Management Interest was the reason for its failure. 27% say that

Both Lack of management interest and employees interest made it an unsuccessful

attempt to resist change by management.

68
D. EMPLOYEES LACK SENSITIVITY TOWARDS EACH OTHER.

Employees do lack sensitivity at the time of change 53% employees are in favour of the statement

while 47% employees say that there is no such lack of sensitivity people are sensitive towards each

other. So hypothesis is prooven though there is not much difference in the percentage.

69
E. CHANGES ARE UNPLANNED AND WITHOUT INVOLVEMENT.

It is also found that changes were brought about with the consent of the employees though few are
against it saying that it were not with their consent and involvement. 49% say that it was brought
with partial consent of the employees whereas 32% say that with full consent the changes are
brought and they were involved in it . But there again 15% of employees say that changes were
totally without theie consent and 4% say that they were forced on them.

70
FINDINGS

59% employees know what is change and strongly agree with the definition, 32% people agree

with the meaning an understand that change is brought about for improvements in scenario 6% are

indifferent with it and 3% employees disagree and do not mean this by change

63% of employees are very keen and interested a lot in giving their ideas to the management and

are strongly in favor of sharing their views with the management, 30% employees Agree that they

would like to share their views and ideas with the management if given a chance and 7% are

indifferent in this matter. So the company should give opportunity to the employees so that they

can share their thoughts and help in decision making they want to be involved in the procedures

of the company.

The most common types of change in COOX are these three the survey indicates that Functional

change has occurred most of the time as in the Pie Chart it is clear 41% employees say that

Functional change is the most common type and after that is Structural ie 37% and Timing change

has occurred less number of time and 15% employees say that.

Most of the employees are affected more by Functional change i.e. 66%, 7% people got affected

with the Structural change and 5% with Timings change. There are employees who say that they

were affected by all the three types of change the percentage for that is 10% and 12% say there are

Other Types that have affected them.

Here 69% employees are partially satisfied with the management reasons for change and agree that
71
changes are necessary for the growth of the organization as well as development and growth of

employees. 16% are fully satisfied with the changes that have occurred 9% and 6% are percentage

of employees who are partially and fully dissatisfied with the changes respectively.

The Bar Graph shows that about 50% of the employees have Expressed their views and feelings

against the changes personally in written whereas 31% of employees have not expressed their

feelings against the change the reason can be that they do not feel its worth to talk to management

about it or other 18% people have expressed their feelings against the change Orally and 1% have

Expressed it publicly in written

62% people agree that their working conditions and authority gets affected with the change and

30% disagree with the statement

66% of the employees say that they seldom undergo stress due to change 18% say they never

undergo stress 15% say very often they have stress whereas 1% say they always undergo stress

66% agree that there is Ambiguity at work place due to change 26% disagree 6% and 2%

strongly agree and strongly disagree

62% employees say that they reach late sometimes due to change 24% say they never get latefor

office 13% say very often and 1% say they get late all the working days

72
The graph shows the percentage of employees who say that there is resistance from people. 71% employees

say that 50-75% employees resist changes 13% say that 35-50% employees resist change and 13% also say

that less than 35% people resist change and 35 say that more than 75% employees are resistant to change.

44% are dissatisfied with changes,19% feel changes are not necessary, 15% have affected working
condition, 15% feel their work becomes monotonous they undergo stress, and 7% say there is
monopoly of the management.

29% that they are trying to upgrade their skills 19% say Going along can be one way to cope up

stress 17% employees share their views with the management 15% Ignore an try to look into new

areas and options, 9% and 7% find it more convenient to get involved in Utilizing their time and

look at change as an advantage respectively while 3% and 1% have said that want to change their

jobs and some invest time in analyzing the changes respectively.

Views of Employees :- 72% say that Non Financial Rewards (Recognition, Appreciation) are

more beneficial and satisfying 21% employees say that nothing was done for resisting change 4%

says that Financial Rewards were given and are more important and appropriate 3% people say

Meditation like schemes were good

It is also found that changes were brought about with the consent of the employees though few are
against it saying that it were not with their consent and involvement. 49% say that it was brought
with partial consent of the employees whereas 32% say that with full consent the changes are
73
brought and they were involved in it . But there again 15% of employees say that changes were
totally without their consent and 4% say that they were forced on them.

Employees with experience of 5-8yrs and 8-10yrs are 63% and 80% respectively Resistance of

employees with 3-5yrs is 50% and for new comers with experience of 1month-3yrs is 46% and

45%. So new comers are less resistant than experienced ones. So hypothesis that new comers are

more acceptable to change than the experienced employees is turns out to be true.

40% say that the management efforts for resisting change Lack of Employees Interest

29% say that Lack of Management Interest was the reason for its failure. 27% say that

Both Lack of management interest and employees interest made it an unsuccessful

attempt to resist change by management

Employees do lack sensitivity at the time of change 53% employees are in favor of the statement

while 47% employees say that there is no such lack of sensitivity people are sensitive towards each

other. So hypothesis is proven though there is not much difference in the percentage.

74
CONCLUSION
In the organization there were some commonalities in the female attitude, the difference in the

opinions of the employees (who are experienced and who are not), the difference in opinion who

of the opinion of employees (who were Graduate and who are post graduate etc).

Females have less acceptability towards change. Females are least reactive and don’t believe in

giving written complaints, while maximum number of male employees are dissatisfied because

of professional reasons, on the other hand female employees’ dissatisfaction reasons are generally

based on personal, family, or social reasons). Females, generally feel their authority

area has lessened after the organizational change. Post Graduate employees have got maximum

openness in comparison to employees who are just graduate. But they are sensitive towards their

authority. It is the category of graduate employees which feels their authority area has lessened

maximum. Out of the other categories, professionally qualified employees do not come late at

workplace due to organizational change generally as compared to the employees who are not

professionally qualified. The personal values and the organizational values are not different as the

gap has not increased in the opinion of professionally qualified employees. Young employees are

more open towards change or their acceptability towards change is high compared to experienced

employees. Young employees take the more stress than experienced employees, sometimes; they

use to come late because of organizational changes, more than the experienced employees and are

more sensitive about their authority area, job monotony, and sensitivity towards other employees

than the experienced one.

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LIMITATIONS OF THE STUDY

 Due to time constraints sample size was restricted to 68, which was very less than

when compared to entire population.

 The respondents had replied according to their own perception and experience and

therefore, personal bias may be possible.

 This study is limited to a particular orgainisation.

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QUESTIONNAIRE

1. In the recent years there have been certain changes in the organization.

a) Too many b) Many c) Few d) None

2. The types of changes that occurred were:

a) Structural b) Functional c) Timing d) Others

3. The change that affected you the most is:

a) Structural b) Functional c) Timing d) Others

4. The type of change that affected most of your colleagues are:

a) Structural b) Functional c) Timing d) Others

5. These changes were brought about with consent / involvement of the employees

a) Full b) Partial c) Without consent d) forced

6. With these organizational changes you are:

a) Satisfied b) Partially satisfied c) Partially dissatisfied d) Dissatisfied

7. Against these changes you have:

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a) Not expressed your views b) Expressed personally in written
c) Expressed in public in written d) Expressed orally

8. There is dissatisfaction with these changes due to:

a) Personal reasons b) Family problems c) Societal problems d) Economic problems

9. These changes have affected your working conditions / authority.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

10. These changes have created gaps / differences between the organization goal and individual interests:

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

11. You are under stress due to these changes:

a) Always b) Very often c) Seldom d) Never

12. Due to these changes, there is often ambiguity at workplace:

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

13. These changes have made work monotonous at workplace:

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

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14. After these changes the employees do not show much sensitivity towards each other

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

15. You reach office late after the changes have taken place:

a) All working days b) Very often c) Sometimes d) Never

16. There is mutual distrust among employees after the changes:

a) Totally b) Much c) Little d) Not at all

17. You remain disturbed due to these changes:

a) Always b) Very often c) Rarely d) Never

18. Employees are resistant towards these changes:

a) More than 75% b) 50-75% c) 35-50% d) Less than 35%

19. Though personally you don’t like but these changes are necessary for the

Organization:

a) You know b) Understand but dissatisfied c) Not understandable d) Not necessary

20. To reduce the resistance the management has done the following things:

a) Financial rewards (Bonus, Incentives, Salary hike) b) Non-financial rewards

(Recognition, Appreciation) c) Meditation (Like schemes) d) Nothing

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21. Employees dissatisfaction with earlier policies has:

a) Increased b) Reduced c) No change d) Satisfied with policies

22. Employees are most satisfied with the following scheme:

a) financial rewards b) Non-financial rewards c) Meditation d) Others

23. These management schemes could not be successful because:

a) Lack of management interest b) Lack of employee’s interest c) Problems at

work d) Others

24. From these efforts you are:

a) Totally satisfied b) Satisfied c) Dissatisfied d) Totally dissatisfied

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 REFERENCES

1. http://www.valuebasedmanagement.net/methods_kaizen.html

2. http://www.valuebasedmanagement.net/methods_kaizen_theory_planned_behavior.html

3. http://www.valuebasedmanagement.net/methods_kotter_change.html

4. http://www.valuebasedmanagement.net/methods_beckard_change_model.html

5. http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html

6. http://www.valuebasedmanagement.net/methods_Burke-Litwin_Model.html

7. http://www.hughes.in

8. http://www.hsc.com

9. http://humanresources.about.com//Change_Management_and_Organization_Development.html

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