The document provides information about organizational culture, change, and development at Suzlon Energy Ltd. It defines organizational culture and discusses how culture makes organizations unique. It then details Suzlon's history, values, manufacturing process, vision, and characteristics of its culture. Suzlon transmits its culture through stories, symbols, and rituals. The document also defines organizational change and development and discusses how and why change occurs at Suzlon. It outlines Suzlon's growth and awards over the years. In summary, the document examines the organizational culture, changes, and development process at the wind turbine manufacturer Suzlon Energy Ltd.

1. Case study
on
Organizational culture.
Organizational change & development

2. Organizational culture
Definition :-
John Newstrom and Keith Davis define Organizational
Culture as “the set of assumptions, beliefs, values and
norms that are shared by an organization’s members.”
Meaning:-
Every organization is a unique one. Even organizations that
are involved in the same activity products or services are
different from each other. Organizational culture makes an
organization so special and different from the others.

3. Details of suzlon company
Key Historical Facts
Year of Formation :10-Apr-1995
Chief Promoter of the Company :Mr. Tulsi R. Tanti
Prior Business :Textiles
Corporate Facts
Core Business Area :Wind Turbine Manufacturing & Turkey wind power
solutions provider
Corporate Headquarters :One Earth Campus, Pune ( Maharashtra ) - India
Registered Office :Ahmedabad ( Gujarat ) - India
 Core Values: Creativity, Adding Value, Committed Integrity
Total Employees :over 13000
Manufacturing and R&D Process
Number of Production Facilities: 30
Location of Global Production Facilities: India, Germany, Portugal, US
 Key Components Manufactured: Generator, Rotor Blades, Control Systems,
Towers, Nacelle Assy, Hub Castings, Transformers

4. MISSION AND VISION
Mission-
The company’s mission of quality is to maintain a satisfied customer base,
qualitative
supplier base and a highly motivated workforce by delivering quality
products and services. In order to achieve the mission, they commit to :
Institutionalize customer focus with timely delivery, quality and product
performance
Establish a profitable, end-to-end wind power solutions
To be the 'company of choice' for staqualitative supplier base having strong
focus on quality systems, products and continual improvement
Pursue total quality in every aspect of organization
Vision:-
To be the technology leader in the wind sector
To be in the top three wind companies in all the key markets of the world
To be the global leader in providing keholders

5. Characteristics of organizational
culture
INNOVATION
 STABILITY
 PEOPLE ORIENTATION
 RESULT ORIENTATION
 EASY GOINGNESS

6. Culture of suzlon company
The work culture at Suzlon hinges on the three pillars of
corporate.
Values , brand core and philosophy of global assimilation.
Agilility , creativity , adding value, commitment and
integrity are the base values of suzlon work culture.
Inducing people into Suzlon’s brand core of sustainable
development a process that involves these values and
blending the best qualities of the individual with those of
the organization.

7. How suzlon company maintain
organizational culture
1.SELECTION PRACTICES
2.ACTIONS OF TOP MANAGEMENT
3.SOCIALIZATION :
i. PREARRIVAL STAGE
ii. ENCOUNTER STAGE
iii.METAMORPHOSIS STAGE

8. How suzlon company TRANSMIT
organizational culture
1. STORIES
2. SYMBOLS
3. CEREMONIES AND RITUALS
4. STATEMENT OF PRINCIPLE

9. organizational change
DEFINITION:-
Greenberg and Baron describes organizational change as “
planned or unplanned transformations in an organization’s
structure, technology, and/or people.
MEANING:-
A wide variety of forces such as the economy, competition,
new technology, organizational restructuring, natural
disasters, takeovers, mergers bring about dramatic changes in
the organization.

10. Characteristics of organizational change
The whole organization is affected.
 Disequilibrium
 Change requires adjustment
 Cost and Benefits

11. Reasons for changes in suzlon:-
 Outside Regulation which govern organization
 Monetory restrictions on agency functions
 Self- interest on part of admiistrator.
 Changes in client system needs
Changes in suzlon:-
 Improvement in efficiency and productivity.
 Increases the customer return on investment.
 Change in technology
 Changes in market system.
Resistance for change in suzlon:-
 Nature of change
 Method of change
No benefit of change

12. Organizational development
DEFINITION:-
Newstrom & Davis defines organizational development as
“ systematic application of behavioral science knowledge at
various leves (group, intergroup & total organization) to
bring about planned change”

13. Development of suzlon
2002-2003
Suzlon energy ltd is commissioned for its wind turbine in USA.
2003-2004
Suzlon energy ltd crosses 600 MW installation mark
2004-2005
Suzlon energy ltd crosses n1GW(1000MW) installations mark
2005-2006
Suzlon energy ltd is commissioned its Turbine generator in China
2006-2007
Mr. Tulsi R. Tani wins 8th earnst & young Entrepreneur of the year.
Suzlon energy ltd wins Best Manufacturer of year & Best company in corporate social
responsibility.
2007-2008
Suzlon energy ltd secures its maiden QIP( Qualified Institutional placement)
2008-2009
Suzlon energy ltd crosses 3 GW( 3000MW) of domestic installation in India.
2009-2010
Suzlon becomes first renewable energy company
2011-2012
Suzlon group installations crosses 19GW(19000MW)

14. Process of development in suzlon:-
1. Diagnosis
2. Data Collection
3. Data feedback and confrontation
4. Action planning and problem solving
5. Use of intervention strategies
6. Evaluation and Follow-up

15. AWARDS won by suzlon
2001 – 2002:
1.The Institute of Economic Studies
2005 – 2006:
1.Govt. of Karnataka Award
2.The Foundation of Indian Industry and Economists Lifetime Award
3.The Solar Energy Society of India Awards
2008 – 2009:
1.Operational Excellence
2.National Operations

16. Effects of change and development
1.Market positioning
2.Product portfolio
3.Low cost manufacturing
4.Consolidation
5.Performance
By the end of 2011-12, Suzlon:
•Approaching 20,000 MW of installations across the world
•Ranked 5th leading wind power equipment* manufacturer
•Earne a global market share of 7.6%*
•Suzlon in India has a cumulative installed base of over 7300 MW
across 8 states, acquired over 42% (as of 31 March 2011)
cumulative market share and is the market leader for the last
14 consecutive years.

17. 1. Pooja premjithlal
10. Nikita cahubal
24. Humera khan
27. Neelam koli
31. Namrata more
32. Anuya Mukne
35. Shradha pandey