Organizational Change

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Organizational Change

  1. 1. ORGANIZATIONAL CHANGE Prof. Renuka Sawant <ul><li>Presented By: </li></ul><ul><li>Vrushali Patil M1143 </li></ul><ul><li>Nitin Pillamarapu M1144 </li></ul><ul><li>Prachi Raorane M1145 </li></ul>
  2. 2. <ul><li>ORGANIZATIONAL CHANGE </li></ul><ul><li>According to O. Jeff Harris, change within an organization calls for a modification of the relationships, responsibilities or behavior of individuals who are members of the organization. </li></ul><ul><li>NEED OF ORGANIZATIONAL CHANGE </li></ul><ul><li>Changes in environment </li></ul><ul><li>Changes in managerial level-human resources </li></ul><ul><li>Deficiency in present organization </li></ul>
  3. 3. <ul><li>ORGANIZATIONAL CHANGE IN BHARTI AIRTEL </li></ul><ul><li>Bharti Airtel Limited, one of Asia’s leading telecom services provider ,announced strategic organizational changes effective from April 1 2010. </li></ul><ul><li>OBJECTIVE OF CHANGE </li></ul><ul><li>The objective is to enhance it’s focus on expanding operations to international markets beyond India and South Asia and further consolidate its leadership position in India. </li></ul>
  4. 4. <ul><li>PLAN OF CHANGE IN BHARTI AIRTEL LTD </li></ul><ul><li>Creation of a new, empowered and dedicated International Business Group that will be responsible for expanding the company’s operations. </li></ul><ul><li>The International Business Group will comprise a team of seasoned and experienced professionals, including from within the Bharti group, from areas such as Business Development, Networks & IT, SCM, Project and Performance Excellence, Brand and Customer Experience. </li></ul>
  5. 5. NEW ORGANIZATIONAL STRUCTURE THE INTERNATIONAL BUSINESS GROUP IN BHARTI AIRTEL Ltd.
  6. 6. Organizational Change At Tata Motors
  7. 7. INTRODUCTION <ul><li>Tata Motors was predominantly a manufacturer of commercial vehicles. </li></ul><ul><li>Cyclical business. </li></ul><ul><li>Market in India shrank by more than 40 percent. </li></ul><ul><li>5 billion rupee loss in 2001. </li></ul><ul><li>In 2001 they decided on a recovery strategy that had three distinct phases. </li></ul>
  8. 8. <ul><li>PHASE 1 </li></ul><ul><li>Move to a system of market pricing. </li></ul><ul><li>Reduce break-even point. </li></ul><ul><li>E-sourcing. </li></ul><ul><li>Exploitation information technology. </li></ul><ul><li>PHASE 2 </li></ul><ul><li>Improving product quality. </li></ul><ul><li>Upgrading product features. </li></ul><ul><li>PHASE 3 </li></ul><ul><li>International diversification . </li></ul>
  9. 9. Eight Steps Followed By Tata Motors To Create Organizational Change <ul><li>Step 1 : Create urgency </li></ul><ul><li>Step 2 : Form a powerful coalition </li></ul><ul><li>Step 3 : Create a vision for change </li></ul><ul><li>Step 4 : Communicate the vision </li></ul>
  10. 10. <ul><li>Continued…….. </li></ul><ul><li>Step 5 : Remove obstacles </li></ul><ul><li>Step 6 : Create short-term wins </li></ul><ul><li>Step 7 : Build on the change </li></ul><ul><li>Step 8 : Anchor the changes in corporate culture </li></ul>
  11. 11. EMPLOYEES MOTIVATION TO ACCEPT THE CHANGE <ul><li>There are 4 techniques to be taken care of for motivating change management. </li></ul><ul><li>Clarity in all areas </li></ul><ul><li>Communication </li></ul><ul><li>Consistency </li></ul><ul><li>Capability </li></ul>
  12. 12. NOKIA Fredrik Idestam established a paper mill at the Tammerkoski Rapids in south-western Finland in 1865 where the Nokia story begins: <ul><li>Nokia merged with rubber company in 1898 and cable company in 1912 to form the new corporation on path of Electronics. </li></ul><ul><li>1992 is the time when Nokia came in to telecommunication business. </li></ul><ul><li>Nokia now continues with 3G, mobile multiplayer gaming, multimedia devices and so on ……. </li></ul>
  13. 13. Organizational Change Models <ul><li>There are two possible organizational change models that the Nokia used in establishing their efforts that falls under the Strategic Planning Model: </li></ul><ul><li>Alignment Model </li></ul><ul><li>Scenario Planning Model </li></ul>
  14. 14. ALIGNMENT MODEL <ul><li>The planning group outlines the organizations mission , programs , resources and needed support. </li></ul><ul><li>Identify what’s working well and what needs adjustment. </li></ul><ul><li>Identify how these adjustments should be made. </li></ul><ul><li>Include the adjustments as strategies in the strategic plan. </li></ul>
  15. 15. SCENARIO PLANNING

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