1. University of Brighton
Brighton Business School
DB319 PLACEMENT PROJECT REPORT
2015
Submitted for BSc (Hons)
Business Management with Economics
Confidential YES NO
Keywords:
By ticking this box I declare that this report is my own original work and that no part
of it has been submitted to any other institute of learning in support of an application
for another award. The opinions expressed in the report are put forward in a personal
capacity and do not represent those of Brighton Business School or any organisation
with which the author may be associated.
Date: 26th
October 2015
Katie Wright

2. 1.0 – Executive Summary
This research was undertaken to identify the possible causes of resistance of the
newly implemented in-direct purchasing organisation, i-Buy, at Robert Bosch Ltd,
Denham. Change management is the considered to be an important competence
in a successful, competitive and therefore progressive organisation as explained
by Balogun & Hailey (2008), Hayes (2007).
Following an exploratory outline, theories of resistance to change and successful
change management were explored in a preliminary literature review; key findings
and themes derived were used to create an agenda to base semi-structured
interviews and gather qualitative data from those directly affected by the
implementation. Once data was gathered, comparative and contrasting connections
were made between this data and the preliminary literature findings. From these
conclusions, justified recommendations were formed, in order to answer the research
question.
A significant consideration found in this research showed that through effective
management through in depth planning by maintaining clear communication to those
directly effected, this can create opportunity for participation and consequently could
reduce resistance to change.
Preface
Firstly, I would like to thank my supervisor and team members within the in-direct
purchasing department at Robert Bosch UK Holdings Ltd, for whom; this project
would not have been possible; for also fully supporting my research, giving me
permission to interview the department’s customers, take time out of my daily duties,
and allowing me to use sources from the department’s archive.
The origins of the project came apparent to me, after I found that there was much
confusion and resistance to comply with the procedures and use of i-Buy’s new
implements.
Together with my colleagues, we perceived a huge potential to improve the co-
operation between employees at Robert Bosch Ltd, Denham, UK and the in-direct
purchasing department, and thus begin this research. I hope my research findings
and recommendations are found to be beneficial for the department, - including my
considerations for future implementations.

3. Table of contents Page No.
1.0 - Executive Summary 2
2.0 - Preface 2
3.0 - Glossary 5
4.0 - List of Tables, Figures & Appendices 6
4.1 - List of Figures 6
4.2 - List of Appendices 6
5.0 - Introduction to Project 7
6.0 - Aims and Objectives 8
6.1 - Research Question 8
6.2 - Aim 8
6.3 - Objectives 8
7.0 - Scope of the Project 9
8.0 – BonaPARTe 10
9.0 - Preliminary Literature Review 11
9.1 - Change Management: Why is it Important? 11
9.2 - Identifying Change 12
9.3 - What is Resistance to Change? 14
9.4 - What Causes Resistance 15
9.5 - Preventing Resistance to Change 17
9.6 - Key Findings 18
10.0 - Research Methodology 19
10.1 - Secondary Research Methods 19
10.2 - Primary Research Methods 19
10.3 - Sampling 20
10.4 - Focus Groups 20
10.5 - Post Focus Group 21
10.6 - Word Clouds 21
10.7 - Online Questionnaire 22
10.8 - Research methods that will not be used 22
10.9 - Limitations & Additional Research 23
11.0 - Primary Research Findings 24
11.1 - Focus Group 24
11.1.1 - Word Cloud 24
11.1.2 - Initial Findings 25
11.2 - Individual Online Questionnaire Analysis 26
11.2.1 - Length of Employment 26

4. 11.2.2 - Process Change is a Regular Occurrence? 27
11.2.3 - Rating of Change, Major or Minor? 29
11.2.4 - Clear Communication? 30
11.2.5 - Benefits of Change? 32
11.2.6 - Involvement in Change? 34
11.2.7 - Was there a Key Contact after the Change? 35
11.2.8 - Rating of Training provided? 36
11.2.9 – Open Question for Comments 38
12.0 - Conclusions 39
13.0 - Recommendations 42
14.0 - References 43
15.0 - Appendices 47

5. 3.0 - Glossary
The Bosch Group – The term used for the collection of companies owned under the
Robert Bosch name.
BonaPARTe – The current Bosch ordering e-procurement online tool. Bosch
international Purchase Approval Requisition Tool electronic. Users request purchase
orders to be sent to suppliers, from a list of approved suppliers.
Cost Centre – A department’s budget fund from Robert Bosch’s account.
ERP – Enterprise Resource Planning software.
E-works – The previous e-procurement online tool.
I-Buy – The Bosch groups’ global in-direct purchasing organisation.
In-Direct Purchasing - refers to the procurement of all products, materials and
services, which are not integrated directly in RB-commodities, e.g. MAE (machinery,
constructions and infrastructures), operating equipment, IT (Information technology),
services.
Internal Business Partners (IBPs) – An employee of Robert Bosch Limited,
Denham, who the in-direct purchasing department supports.
Key Users – An administrator for a department. An employee who raises requests
for purchase orders on a regular basis via i-Buy’s e-procurement tool. Key users are
a sub-group of IBPs of i-Buy at RBLD.
Purchase Requisition (PR) – The order request found in SAP - once the
buyer/intern/ordering centre checks the PR it can then be converted into a purchase
order.
Purchase Orders (PO) – A document that is sent to a supplier to order a
good/service.
Requester – The person within Bosch who created the order request.
SAP – The enterprise resource planning software used by RBLD.
Shopping Carts – are raised on BonaPARTe as an order request.

6. 4.0 - List of Figures & Appendices
4.1 - List of Figures
Figure Title Page No.
1 i-Buy’s Purchasing Process 11
2 Table: Literature Review - Key Findings 18
3 Image: Focus Group - Word Cloud 24
4 Table: Focus Group - Key Findings 25
5 Graph: Length of Employment at RBLD 26
6 Graph: Process Change is a Regular Occurrence? 27
7 Table: Cross Reference Length of Employment 28
8 Table: Rating of Change, Major or Minor? 29
9 Graph: Clear Communication? 30
10 Graph: Benefits of Change? 32
11 Graph: Involvement in Change? 35
12 Graph: Was there a Key Contact after the Change? 36
13 Table: Rating of Training provided? 38
4.2 - List of Appendices
Appendix Label Page No.
Focus Group:
1 Invitation 48
2 Agenda 49
3 Consent to Participate Form 50
4 Transcript 51
5 Word Cloud Generated from Transcript 61
Individual Online Questionnaire Responses:
6 For how many years have you worked at Robert
Bosch Ltd, Denham?
62
7 “Process change is a regular occurrence at Robert
Bosch Ltd, Denham”.
62
8 “I fully understood the benefits of i-Buy’s purchasing
procedure before it’s implementation”.
62
9 “I felt involved in the implementation of i-Buy's
purchasing procedure”.
63
10 “Process change is a regular occurrence at Robert
Bosch Ltd, Denham”.
63
11 “After the i-Buy’s implementation, I had a key contact
who could support me and answer all of my queries”.
63
12 Do you have any other comments or
recommendations for future purchasing
implementations at Robert Bosch Ltd, Denham?
64
13 Placement Experience 65