Change LeaderMr. Lalu Prasad YadavRailways Minister (2004-2009)        By:        Amanpreet Singh Arora - 11BM60004       ...
Changes brought by Mr. Lalu Prasad     •   Refused to hike fares.     • Increased the load carried by a goods       wagon ...
Strategies for communicating change       Tell & Sell Strategy        To turn-around the Indian Railways into a bigger   ...
Skills in communicating change &  CONSOLIDATING CHANGE    •   Direct Approach: Communication to GMs - Act consistently wit...
CONCLUSION The focus was shifted from just the  ongoing strategic initiatives to the  process of continuing such  initiat...
Lalu prasad yadav
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Lalu prasad yadav

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Lalu prasad yadav

  1. 1. Change LeaderMr. Lalu Prasad YadavRailways Minister (2004-2009) By: Amanpreet Singh Arora - 11BM60004 Sumit Pal Singh - 11BM60048 Krishna Mohan - 11BM60066 Raghuram – 11BM60080 Akhil Sood - 11BM60114
  2. 2. Changes brought by Mr. Lalu Prasad • Refused to hike fares. • Increased the load carried by a goods wagon from 81 tonnes to 90 tonnes. This gave an additional earning of Rs 7,200 crore. • Upgraded tickets if seats were going vacant in the upper class. So, waitlisted passengers could be allotted seats. • Maintained passenger profile so that bogies could be taken off or added to trains according to seasonal demand.
  3. 3. Strategies for communicating change  Tell & Sell Strategy To turn-around the Indian Railways into a bigger profit making unit by introducing various reforms and communicating them to the lower management and employees.  Leadership Style He had a commanding and logical type of leadership style, directing people towards various tasks. He employed strategic actions by discovering a range of alternatives available to him through analysis and reasoning.  Non Interference - Encourage voluntary acts of initiatives This had given him a position of strength to build organizational alignment to see through fundamental initiatives.
  4. 4. Skills in communicating change & CONSOLIDATING CHANGE • Direct Approach: Communication to GMs - Act consistently with advocated actions – Sharp actionable statements in areas of freight, passenger, and parcel and catering. • Caring Attitude: Staff and Unions - Redesign reward system – Doubling of the contribution to the staff welfare fund. – Gang men in stone ballast were given footwear for safety – Outsourced food for all running rooms • Image Building: Media – To highlight an initiative or an achievement, advertisements were released. – Second best minister in the cabinet in 2006. • Identifying Right People: Reorganisation – A nodal person had been appointed, Mr. Sudhir Kumar-link between the MR and the Railway Board – Initiatives taken-increase axle load, market oriented tariffs, reducing wagon turnaround, innumerable freight incentive schemes etc. • The Railway Board & the launching stage of change – Block rake movement (which eliminated the need for yard based sorting and marshalling), – Segregating the wagon stock with different speed and safety
  5. 5. CONCLUSION The focus was shifted from just the ongoing strategic initiatives to the process of continuing such initiatives. Strategies and processes were made customer centric ◦ Introducing rail food (Aahar), ◦ Tea in kullads, ◦ Reduction in fares ◦ Auto class upgradation system The ‘turnaround’ during Mr. Lalu Prasad Yadav’s tenure in Indian Railways has demonstrated that IR is indeed a sunrise sector.

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