CASE STUDY HAND OUT DATE:- 17th October 2011 HAND INDATE:- 16th December 2011

INDIVIDUAL ASSIGNMENT SUBMITTEDBY: - SHREYASMISHRA SUBMITTED TO:- AMITA PASRICHA

SHREYAS MISHRA PTM1101004

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ACKNOWLEDGEMENT To The very first Preference I would like to take the opportunity to convey our sincerest gratitude to those who helped me in completing the MCL Assignment. I would like to thank God without whose grace project completion was impossible.

I would like to thank my project supervisor Ms. Amita Pasricha whole heartedly. She has guided me throughout the project, which made it possible to complete the project successfully on time. Her encouragement gave me the experience and knowledge of developing such a large and challenging project.

My earnest thanks to the students at APIIT SD INDIA. Their help was of great support during my testing phase and they also helped to solve the problems which I faced during project development.

Without the support and encouragement provided by those named and many unnamed, the project completion would not have been possible. My gratitude to all of them. Shreyas Mishra PTM1101004

CERTIFICATE

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This is to certify that I Shreyas Mishra (1101004) has completed the assignment of the MANAGING CHANGE AND LEADERSHIP and submitted the assignment within the due date according to the Staffordshire University.

Signature: Ms. Amita pasricha (Module Lecturer)

Table of Content

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Contents
Table of Content ....................................................................................................................... 3 Introdution: ............................................................................................................................... 5 change management ................................................................................................................. 7 K V Kamath introduce Silicon vally Style ............................................................................. 8 Importance of Change Management: ..................................................................................... 11 REFERENCING .................................................................................................................... 12

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Introdution:
ICICI Bank was established in 1994 by the Industrial Credit and Investment Corporation of India, an Indian financial institution, as a wholly owned subsidiary. The parent company was formed in 1955 as a joint-venture of the World bank, India's publicsector banks and public-sector insurance companies to provide project financing to Indian industry. The bank was initially known as the Industrial Credit and Investment Corporation of India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company was later merged into ICICI Bank. ICICI Bank launched internet banking operations in 1998. ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public offering of shares in India in 1998, followed by an equity offering in the form of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-stock deal in 2001, and sold additional stakes to institutional investors during 2001-

ICICI Bank provides a wide range of banking products and financial services to its retail and corporate customers. It has a wide variety of delivery channels and specialized affiliates and subsidiaries that ensure theflow of its offerings in the areas like investment banking, venture capital,life and non-life insurance and asset management. This bank is also Indiaslargest credit card issuer. The equity share of ICICI Bank is listed on variousstock exchanges like NSE, BSE, Calcutta Stock Exchange and VadodaraStock Exchange etc. Its ADRs are also listed on the New York Stock Exchange.ICICI Bank

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also has the largest international balance sheet among all thebanks in India. It is also expanding its business in the overseas market at anenviable pace. In Q2 September 2008, ICICI Bank recorded a 1.15% growthin net profit over Q2 September 2007 to reach at Rs 1,014.21crores. Thecurrent and savings account (CASA) ratio of bank also went up from 25% in2007 to 30% in 2008 ICICI was established by government of India in 1955. In 1996 K.V Kamath replaced Narayana Vaghul the C.E.O of ICICI bank. After taking charge Kamath introduce big change organization structure. Kamath was very excited by his decision. New division knocked new market and introduce flexibility in the organizations. It was very difficult for employs to accept the changes as learning new skills and adopting the process orientation was difficult. Kamath started his carrier with ICICI in the project finance division and moved on two different departments to gather experience which include setting up with new business such as leasing, venture, capital, credit, rating as well as handling journal management positions substantial investement in technology from the early years have resulted in system that are today competitive advantage for ICICI. In 1990 ICICI transformed its business from a development financial institution offering only project finance to a diversified financial service group offering wide Varity of product and services both directly and through a number of subsidiaries and affiliates

like ICICI bank in 1999. ICICI bank launched internet banking operation in 1994. The change program was initiated within the organization, the first move being the creation of the 'infrastructure group (IIG),' 'oil & gas group (O&G),' 'planning and treasury department (PTD)' and the 'structured products group (SPG)', as the lending practices were quite different for all of these. Kamath chosen up people from various departments, who were good, for these groups. The approach was towards creating these new

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skill sets. Another change management problem surfaced as a result of ICICIs decision to focus its operations much more Sharply around its customers. In the system existing, if a client had three different requirements from ICICI, he had to approach the related departments separately. The process was time consuming, and there was a danger that the client would take a portion of that business elsewhere. To tackle

this problem, ICICI set up three new departments: major client group (GCG) and personal finance group. Now, the customers talked

only to his Representative in MCG or GCG. And these representatives in turn found out which ICICI department could do the job. The customers seemed to be happy about this new arrangement. Kamath's comments in the media seemed to dismiss many of the employee complaints, ICICI was in fact, putting in place a host of measures to check this unrest. One of the first initiatives was regarding imparting new skills to existing employees. Training programmes and seminars were conducted for around 257 officers by external agencies, covering different areas. In addition, in-house training programmes were conducted in Pune and Mumbai. During 1995-96, around 35 officers were nominated for overseas training programmes organizeby universities in the US and Europe. ICICI also introduced a twoyear Graduates' Management Training

change management

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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. MTP) for officers in the Junior Managem"

Kamath introduced big changes in the organizational structure and the emphasis of the organization Kamath create new divisions to tap new markets and to introduce flexibility in the organization to increase its ability to market change

K V Kamath introduce Silicon vally Style

This rule not only continues to be the time frame for IT projects, but for any project within ICICI. They are always asking our business divisions why projects can't be done in 90 days or less. For the most part, we have found that when they have articulated this rule and made it clear that they are going to stick to it, we have managed to. A big advantage of the 90-day rule is that it prevents projects from slipping or of getting out of hand, and being abandoned for lack of inputs. This rule ensures we have tight control over the implementation of projects. There are exceptions. Certain projects, such as a greenfield project, might take more time to roll out. Also, in projects in which the software is available but people need to figure out compatibility issues, implementation can take more than 90 days. They have also seen instances where vendors have quoted a year for implementation, and they decided to

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run the project ourselves with the vendor acting as an advisor. We found we were able to implement the project well under 90 days. Kamath believe that sometimes there is a lot of leeway built into project implementation schedules. But if you have a confident team, you can roll it out in under 90 days.

About Bank of Madura: The old-generation private-sector BoM wasss founded in 1943 by the late Karumuttu Thigarajan. It has 263 branches and has big presence in the south. As on September 30, 2000, the bank had assets of Rs 3,988 crore and deposits of Rs 3,395 crore. Its capital adequacy ratio stood at 15.8 per cent. As on end-March 2000, the capital base of the bank was Rs 11.77 crore and net worth stood at Rs 274 crore. The promoters hold 25 per cent. The other major shareholder is Kotak Mahindra with 15 per cent. Its earning per share (EPS) was Rs 44 with book value at Rs 233.

ICICI Bank was merged with Bank of Madura in Des 2000.The ICICI Bank-Bank of Madura merger is the first between an old generation private sector bank and a new generation private sector bank. . Though ICICI Bank was nearly three times the size of BoM, its staff strength was only 1,400 as against BoM's 2,500. Half of BoM's personnel were clerks and around 350 were subordinate staff. There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BoM as they felt that ICICI would push up the

This merger will increase the pace of consolidation in the banking sector." The merged entity will have 2.6 million customer accounts and a 375-strong branch network. It will

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employ 4,000 out which 2,800 is accounted for by ICICI Bank and 180 or so by Bank of Madura. It will also give ICICI Bank a huge presence in South India, which is an important market given the higher rate of eRise in share prices raises eyebrows The 68.70 per cent rise in Bank of Madura stocks and 37.58 per cent increase in ICICI Bank share in a month's time has raised doubts that a section of the market was aware of the merger developments. The BoM scrip had been rising sharply since last month following rumours that the promoter's stake is being offloaded. BoM which was quoting at Rs 78 on the BSE in the first week of November shot up to Rs 112.90 on December 6 and today closed at 131.60 against the previous close of Rs 121.90 while at the NSE it closed at Rs 132.25 (Rs 122.45).

LEADERSHIP: Leadership is a function of knowing yourself having a vision that is well communicated building trust among colleagues and taking effective action to realize your own leadership potential.

Importance of Leadership: We should never underestimate the importance of leadership. Everything rises and falls on leadership. If an organization is flourishing, their members developing, achieving breakthrough after breakthrough, then you can be sure about one thing:there is a strong leader at the helm of the organization. On the other hand, if an organization is failing, the problem is the leader of the organization as well. Its almost never about anything else

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Importance of Change Management:

change is a process that is followed when any change is made to the process that is followed in any business environment. A simple change in the process might affect the other processes in other departments. However not all departments will be aware of the change that was made. To ensure that the change made to the process is known to all the departments in the organization, the change management process is followed. Consider that there is a change or a feature is added to the software used in the business process and this change in the feature will be done immediately. A process has to be followed to effect that change. Once the decision to change a feature is made, it is informed to all the departments that are using that software. The impact of the change on the departments using that software is studied and intimated to the respective departments. The quality team might be testing that feature and once it has been approved it will go live. Proper documentation is made for the change management. Once it is initiated a

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document stating the purpose and the steps to be accomplished to complete the task are given in written. This document is circulated among the departments and proper approval is got. The impact of the change in the feature is studies carefully by thhas to give its nod for the change to be effecte However some believe that it will slow down the actions taken when needed

REFERENCING

1 WWW. Indianexpress.com/ storyold/ 166571 2 www. Cio.IN/ View- top/ icici-Bank-banking-it 3-www. Leadership-with-you com / importance of leadership.html 4-www.managment hub.com/ understanding-change managment

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