Q.

1 in the given case what type of changes are the employees of Bank of Madura bound
to go through and how can their fears be overcome?

For organizations, the last decade has been fraught with restructurings, process
enhancements, mergers, acquisitions, and layoffs—all in hopes of achieving revenue
growth and increased profitability.

While the external environment (competitive, regulatory, and so on) will continue to play
a role in an organization's ability to deliver goods and services, the internal environment
within the organization will increasingly inhibit it from delivering products required to
meet the demands of the marketplace unless it is able to adapt quickly. The major areas
of changes in a company's internal environment include:

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 Strategic: Sometimes in the course of normal business operation it is necessary
for management to adjust the firm's strategy to achieve the goals of the company, or
even to change the mission statement of the organization in response to demands of
the external environments. Adjusting a company's strategy may involve changing
its fundamental approach to doing business: the markets it will target, the kinds of
products it will sell, how they will be sold, its overall strategic orientation, the level
of global activity, and its various partnerships and other joint-Business
arrangements.

 Structural: Organizations often find it necessary to redesign the structure of the

company due to influences from the external environment. Structural changes
involve the hierarchy of authority, goals, structural characteristics, administrative
procedures, and Management systems. Almost all change in how an organization is
managed falls under the category of structural change. A structural change may be
as simple as implementing a no-smoking policy, or as involved as restructuring the
company to meet the customer needs more effectively.

 Process-oriented: Organizations may need to reengineer processes to achieve

optimum workflow and productivity. Process-oriented change is often related to an
organization's production process or how the organization assembles products or
delivers services. The adoption of robotics in a manufacturing plant or of laser-
scanning checkout systems at supermarkets is examples of process-oriented
changes.

 People-centered: This type of change alters the attitudes, behaviors, skills, or

performance of employees in the company. Changing people-centered processes
involves communicating, motivating, leading, and interacting within groups. This
focus may entail changing how problems are solved, the way employees learn new
skills, and even the very nature of how employees perceive themselves, their jobs,
and the organization.

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Some people-centered changes may involve only incremental changes or small
improvements in a process. For example, many organizations undergo leadership
training that teaches managers how to communicate more openly with employees.
Other programs may concentrate on team processes by teaching both managers and
employees to work together more effectively to solve problems.

Remember that strategic, structural, process-oriented, and people-centered changes

occur continuously in dynamic Business. Often, changes in one of these areas
impact changes in the other areas.

Many employees believe that a change is often reactive and nothing more than a
quick fix; then they brace themselves for more changes in the future. Management
needs to realize that serious underlying problems in organizations must be
addressed with long-term consequences in mind. Thus, when management
implements changes, careful thought must be given to ensure that the new processes
are for the long-term good of the company.

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Q.2 what kind of change management issues would ICICI face as the new parent
organization?

ADKAR Model mapped to enablers and management activities

This tutorial presents an overview of the ADKAR model for change management.

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ADKAR is a goal-oriented change management model that allows change management
teams to focus their activities on specific business results.  The model was initially used
as a tool for determining if change management activities like communications and
training were having the desired results during organizational change. The model has its
origins in aligning traditional change management activities to a given result or goal.

For example, Awareness of the business reasons for change is a goal of early
communications related to a business change. Desire to engage and participate in the
change is the goal of sponsorship and resistance management. Knowledge about how to
change is the goal of training and coaching. By identifying the required outcomes or
goals of change management, ADKAR becomes a useful framework for change
management teams in the planning and execution of their work.

The goals or outcomes defined by ADKAR are sequential and cumulative. An individual
must obtain each element in sequence in order for a change to be implemented and
sustained.

As a manager, you can use this model to identify gaps in your change management
process and to provide effective coaching for your employees. The ADKAR model can
be used to:

 diagnose employee resistance to change

 help employees transition through the change process
 create a successful action plan for personal and professional advancement during
change
 develop a change management plan for your employees

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The ADKAR model has the ability to identify why changes are not working and help you
take the necessary steps to make the change successful. You will be able to break down
the change into parts, understand where the change is failing and address that impact
point.

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 Q. 3 - Suggest the kind of Change Management approach ICICI should use in order to
win the confidence of the employees of Bank of Madura?

How to Execute a Merger

 Orientation Program: Plan a half-day management/employee meet-up within

two weeks of the signing of the deal. A party/celebration can be included.

 New/Updated Business Plan: Any merger starts with a business plan, but a
surprising number of companies don’t update their plans to reflect how the deal
was actually struck. Describe specifically how you’ll integrate the two entities into
the new enterprise.

 HR SWAT Team: Even mergers that don’t involve layoffs tend to generate a
hoard of personnel problems. Move quickly — with an HR team preordained to do
the task — to smooth any rough spots.

 PR Professional: You’ve got to manage how new employees, the press, and
investors perceive the merger. A PR pro should handle inquiries, work public-
relations issues, and craft message that set the appropriate expectations.

 Systems Integrators: Computers in the newly acquired firm need to communicate

with yours, and quickly. Hire or assign technical staff to work back-end
connectivity issues. Independent system integrators are also plentiful; the
granddaddies of the business are IBM and Accenture.

Set Expectations

GOAL: Ensure that employees, the press, and investors perceive the merger as
successful.

If you don’t set appropriate expectations of what constitutes success — and how it will be
measured — employees, investors, and the business press will make up their own metrics
and then hold you accountable for them. “It’s entirely possible for a merger to actually be
successful and yet not be perceived as successful, simply because the marketplace set an
unrealistic expectation,” says Dave Mack, CEO of Technology Business Research, a
high-tech analyst firm. “HP’s acquisition of Compaq was originally viewed as a failure
because top management failed to adequately explain that it would take half a decade to
build true synergy.”

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Once the merger is public, immediately be clear, through public announcements and
briefings, about what the merger is to accomplish and how success will be measured.
This creates a sense of momentum and gives a company enough time to absorb new
employees and products, according to high-tech analyst Rob Enderle of the Enderle
Group. He contrasts HP’s initial bungles with the relatively seamless way Oracle
managed its recent acquisitions of PeopleSoft and Siebel Systems. “[Oracle CEO Larry]
Ellison made it perfectly clear that these were long-term plays that would gradually
strengthen Oracle’s market position,” Enderle says. “As a result, the analysts have been
generally forgiving of the fact that the company’s product strategy isn’t as coherent as it
was prior to the acquisitions.”

Essential Ingredients

Motivational Tone.- Traditional management uses fear to motivate people, threatening

to fire underperformers or referring to the competition as “the enemy.” Collaborative
managers develop a shared sense of vision and talk about how the firm will change the
world.

What to do if you suspect potential culture clash? If the merging firms are at least
somewhat compatible, you may want to keep the acquisition organizationally separate for
a while until the new group can acclimate. If the firms look to be highly incompatible, a
mass departure of talent may be inevitable. Consider sectioning off the acquired firm as
an independent business and limiting contact between the two firms.

Orient New Employees

GOAL: Quell rumors, forestall an exodus, and build enthusiasm for the new
organization.

Every day into a merger that you leave newly acquired employees in a state of limbo
leeches value from the deal. Work grinds to a halt while everyone, predictably, updates
their resume. “People are irrational when it comes to their perceived value to the
company and the implications of change on their career,” says Kerry Gumas, CEO of
Questex Media Group, a B2B media services company that’s grown through a series of
acquisitions from a startup to a $130 million a year business.

“There are three dimensions to every change: emotional, political, and rational,” adds
Robert Gray, who previously headed up the strategic transactions practice for consulting
firm BearingPoint. Gray recommends a management-sponsored orientation for all
employees within two weeks of the deal close. The orientation should provide a thorough
introduction to the new corporate entity. “The political dimension will play out over time

8
through internal meetings, but getting started on the right foot can answer most of the
rational questions that people have and help them cope with the inevitable emotional
challenges,” he says.

Gumas suggests setting a tone at the orientation that reflects “the flavor and essence of
what the company is all about,” as well as using the event to set expectations about the
corporate relationship. For example, if the new company is less formal than the old, the
orientation might include opportunities for employees to talk directly to top management,
either one-on-one or in small groups. In general, it’s a good idea to keep the obligatory
speeches short and end with some kind of celebration that mirrors the culture of the
acquiring company. When one division of Honeywell absorbed another division some
years ago, they celebrated by handing out bottles of “bulldog beer” in honor of the new
division’s corporate logo, a bulldog sculpted from electronic components. Since the
acquired group consisted mostly of young programmers, the gesture was quickly
consumed and much appreciated.

Checklist

Post-Merger Employee Orientation

[ ] Strategic reasoning behind the merger

[ ] Company history, goals, and culture

[ ] Corporate challenges and goals

[ ] Expectations and measurements of success

[ ] Organizational challenges and goals

[ ] Current organizational structure

[ ] Direct reports and lines of authority

[ ] Current “unknowns” and what remains to be done

[ ] Likely opportunities to assist the organization

[ ] Likely opportunities for career improvement

[ ] Corporate policies and procedures

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[ ] Where to go to get questions answered

[ ] Location of the “welcome to the company” party

Realign and Restructure

GOAL: Quickly shed duplicate overhead and position for future growth.

Except in rare cases, a merger always results in redundancies, which mean (at best)
reassigning people, and (at worst) laying off employees. Even if the acquired firm will be
operating as a separate entity and staffing is to remain at pre-merger levels, there will be
changes in reporting structure, internal operations, job roles, and probably job titles.

It’s generally impossible to make such decisions without getting to know and understand
the details of what’s working (and what’s not) inside the existing organizations. The new
management should quickly analyze the new organization, and any other organization
that is affected by the merger, and devise a restructuring plan that at least looks likely to
deliver on the promise of the merger, says Mack of Technology Business Research.

What’s important here is speed rather than perfection, according to Willy C. Shih, senior
lecturer at the Harvard Business School and former vice president at IBM, Digital
Equipment, Silicon Graphics, Kodak, and Thomson. “Any time there’s a layoff, you need
to put some structure around that very quickly and get it stabilized,” he says. The best
way to do this is to publish an organization chart, with roles and responsibilities framed
as clearly as possible — even though that structure is likely to change over time. “The
worst thing you can do is to restructure a little at a time,” Shih says. “You really need to
make your cuts, get them behind you, and then get some stability in the organization so
that it can function again.”

Big Idea

Key Questions for Merger Execution

Robert Gray, formerly a global leader of strategic transactions for BearingPoint, suggests
three areas to cover when shaping the mission and structure of a newly merged
organization:

Business Structure. What business are we in? How will we make money? How will we
generate growth? Where are we headed as a company?

Business Systems. What’s our supply chain? What’s our sales process? What’s our
manufacturing process? How will we bring products to market?

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Organizational Structure. How will we make those systems work? What kind of people
do we need? What are their goals? How will they work together?

Integrate the Computing Infrastructure

GOAL: Make certain the entire organization can communicate and collaborate.

Every organization comes with technical baggage that must be adapted to fit the new
corporation. This means spending money to get the computing infrastructures working
together, according to former Bristol-Myers CIO Jack Cooper, who was involved in
nearly a dozen major acquisitions at the company. “Integration can be a major hidden
expense that’s seldom included in the cost-analysis for the merger,” he says. “Even when
fully funded, such projects can take time, especially if they involve significant back-end
programming and the retraining of an entire staff.”

The trick to merging infrastructures is to move the project forward in logical steps,
according to Cooper. “Start with the email system and office automation because that’s
relatively simple and standards-based,” he says. Then move to either the sales or
manufacturing automation systems, depending upon which function is the most mission-
critical.

Warn employees that technical glitches may occur. “It’s going to take time and there’s
going to be some frustration,” says Gray, formerly of BearingPoint. “Don’t let your IT
workers become the whipping boys for the merger by failing to fund and schedule the
necessary technical work.

11
 Section B

Q1) Your Company has decided to send you to attend a 5 day workshop for sales training to
Singapore. Prepare a well-structured Mind Map for planning this business trip. Your
Mind-Map should include the pre-trip preparations, business plans as well as the
recreational activities you plan to enjoy.

Mind Maps are the idea tool for managers and leaders. They can help them with thinking,
change and complexity, managing volumes of information, planning, creativity and
innovation. The Mind Maps in this section will include: business strategy, engagement,
motivation, managing people and training courses.

In just one Mind Map you can represent everything that needs to be done or analyzed,
mark relationships between tasks, the relative priorities and identify patterns. The Mind
Maps in this section will include business travel, budgeting, targeting, SWOT and other
analysis.

12
 Building a good team is the single most important thing a Project
Manager can do to achieve a successful project. With the right attitude,
a team will overcome almost any difficulty to succeed in its goals. In
Q. 2 - most projects there will be times when only the determination of the Describe
team can overcome the difficulties and carry the initiative through to various
points success. Even when there is no pressure, the team's spirit and to be kept
in enthusiasm will be reflected in the quality of the solution and the mind for
extent to which other people buy-in to it. effective
Team building?
There is a whole area of academic study and practical experience
Give a about building good teams. Business psychologists present many real life
theories concerning the way in which people interact. A world-class example,
where Project Manager needs to be an amateur psychologist and a you played
a role manipulator of human behavior. Here are some of the factors which of an
generally lead effective
team member or
a good team:
team player.
To achieve this collaborative team style, the Project Manager usually
needs to behave as one of the team - collaborative, supportive,
friendly, etc. The Project Manager should be the best of friends with
each team member to the extent that each participant would go to great
lengths to help the project succeed.

It is interesting to compare this project management style with the

traditional view of the Project Manager. Often the best recognised
Project Managers are those who make a lot of noise, bang the table,
make snap judgements, are tough with their people, "crack the whip"
and generally drive people to perform through the exercise of power. Example -
I was These behaviours are very visible and it is common to find managers an effective
Team with this personal style do get recognised and promoted. Player-

A regime of terror can only succeed so far and for so long. There
comes a point where the participants give up trying and no amount of
pressure can persuade them to increase their contribution. Beyond that
point, people will leave and the project will fail. Conversely, in a
collaborative team the participants feel that the team's success is their
own personal mission. They will respond ever more determinedly as
the pressure rises.

The Project Manager who has created an excellent team will find the
team performing optimally with very little intervention. Herein lies the
dilemma for a career-minded Project Manager. In good projects the
Project Manager does not need to (and should not) exhibit dramatic,
powerful, personal characteristics, but the organisation's leadership
may be more likely to recognise the talents of a manager who creates a
lot of noise.
13
The reality is that a sensible balance achieves the best results:
I was working in Kotak Mahindra Bank, Where I Build a team for Achieve Some Organization
goals-

 shared belief in the value and achievability of the team's goals,

 awareness of the value of the individual's own role and contribution,
 recognition of the value of other team members (whether they are key specialists
or just non-specialist, junior assistants),
 desire to work collaboratively, sharing thoughts, ideas, concerns, etc,
 friendship - enjoying working together with a common purpose,
 supporting each other in recognition that the team's success requires all members
to be successful,
 coaching junior members rather than bossing them,
 listening to ideas and advice from other team members,
 making time to communicate with other team members,
 celebrating successes,
 Rewarding good team behaviour in financial and non-financial ways. shared belief
in the value and achievability of the team's goals,
 awareness of the value of the individual's own role and contribution,
 recognition of the value of other team members (whether they are key specialists
or just non-specialist, junior assistants),
 desire to work collaboratively, sharing thoughts, ideas, concerns, etc,
 friendship - enjoying working together with a common purpose,
 supporting each other in recognition that the team's success requires all members
to be successful,
 coaching junior members rather than bossing them,
 listening to ideas and advice from other team members,
 making time to communicate with other team members,
 celebrating successes,
 rewarding good team behaviour in financial and non-financial ways.

14
Q3) Define Assertive Communication. What are the characteristics of assertive
behavior? Explain how assertiveness can be depicted through behavior, verbal cues and
body language.

Assertive communication

What IS assertive communication?

Assertive communication is the ability to express positive and negative ideas and feelings
in an open, honest and direct way. It recognises our rights whilst still respecting the rights
of others. It allows us to take responsibility for ourselves and our actions without judging
or blaming other people. And it allows us to constructively confront and find a mutually
satisfying solution where conflict exists.

So why use assertive communication?

All of us use assertive behaviour at times... quite often when we feel vulnerable or unsure
of ourselves we may resort to submissive, manipulative or aggressive behaviour.

Yet being trained in assertive communication actually increases the appropriate use of
this sort of behaviour. It enables us to swap old behaviour patterns for a more positive
approach to life. I've found that changing my response to others (be they work colleagues,
clients or even my own family) can be exciting and stimulating.

The advantages of assertive communication

There are many advantages of assertive communication, most notably these:

 It helps us feel good about ourselves and others

 It leads to the development of mutual respect with others
 It increases our self-esteem
 It helps us achieve our goals
15
 It minimises hurting and alienating other people
 It reduces anxiety
 It protects us from being taken advantage of by others
 It enables us to make decisions and free choices in life
 It enables us to express, both verbally and non-verbally, a wide range of
feelings and thoughts, both positive and negative

There are, of course, disadvantages...

Disadvantages of assertive communication

Others may not approve of this style of communication, or may not approve of the views
you express. Also, having a healthy regard for another person's rights means that you
won't always get what YOU want. You may also find out that you were wrong about a
viewpoint that you held. But most importantly, as mentioned earlier, it involves the risk
that others may not understand and therefore not accept this style of communication.

What assertive communication is not...

Assertive communication is definately NOT a lifestyle! It's NOT a guarantee that you
will get what you want. It's definately NOT an acceptable style of communication with
everyone, but at least it's NOT being aggressive.

But it IS about choice

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Four behavioural choices

There are, as I see it, four choices you can make about which style of communication you
can employ. These types are:

direct aggression: bossy, arrogant, bulldozing, intolerant, opinionated, and overbearing

indirect aggression: sarcastic, deceiving, ambiguous, insinuating, manipulative, and

guilt-inducing

submissive: wailing, moaning, helpless, passive, indecisive, and apologetic

assertive: direct, honest, accepting, responsible, and spontaneous

Characteristics of assertive communication

There are six main characteristics of assertive communication. These are:

 eye contact: demonstrates interest, shows sincerity

 body posture: congruent body language will improve the significance of the
message
 gestures: appropriate gestures help to add emphasis
 voice: a level, well modulated tone is more convincing and acceptable, and is
not intimidating
 timing: use your judgement to maximise receptivity and impact
 content: how, where and when you choose to comment is probably more
important than WHAT you say

The importance of "I" statements

Part of being assertive involves the ability to appropriately express your needs and
feelings. You can accomplish this by using "I" statements. These indicate ownership, do

17
not attribute blame, focuses on behaviour, identifies the effect of behaviour, is direcdt and
honest, and contributes to the growth of your relationship with each other.

Strong "I" statements have three specific elements:

 Behaviour
 Feeling
 Tangible effect (consequence to you)

Example: "I feel frustrated when you are late for meetings. I don't like having to repeat
information."

Six techniques for assertive communication

There are six assertive techniques - let's look at each of them in turn.

1. Behaviour Rehearsal: which is literally practising how you want to look and sound. It
is a very useful technique when you first want to use "I" statements, as it helps dissipate
any emotion associated with an experience and allows you to accurately identify the
behaviour you wish to confront.

2. Repeated Assertion (the 'broken record'): this technique allows you to feel
comfortable by ignoring manipulative verbal side traps, argumentative baiting and
irrelevant logic while sticking to your point. To most effectively use this technique use
calm repetition, and say what you want and stay focused on the issue. You'll find that
there is no need to rehearse this technique, and no need to 'hype yourself up' to deal with
others.

Example:

"I would like to show you some of our products

"
"No thank you, I'm not interested

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"
"I really have a great range to offer you

"
"That may be true, but I'm not interested at the moment"
"Is there someone else here who would be interested?

"
"I don't want any of these products

"
"Okay, would you take this brochure and think about it?"
"Yes, I will take a brochure

"
"Thank you"
"You're welcome"

3. Fogging: this technique allows you to receive criticism comfortably, without getting
anxious or defensive, and without rewarding manipulative criticism. To do this you need
to acknowledge the criticism, agree that there may be some truth to what they say, but
remain the judge of your choice of action. An example of this could be, "I agree that there
are probably times when I don't give you answers to your questions

4. Negative enquiry: this technique seeks out criticism about yourself in close
relationships by prompting the expression of honest, negative feelings to improve
communication. To use if effectively you need to listen for critical comments, clarify
your understanding of those criticisms, use the information if it will be helpful or ignore
the information if it is manipulative. An example of this technique would be, "So you
think/believe that I am not interested?"

5. Negative assertion: this technique lets you look more comfortably at negatives in your
own behaviour or personality without feeling defensive or anxious, this also reduces your

19
critics' hostility. You should accept your errors or faults, but not apologise. Instead,
tentatively and sympathetically agree with hostile criticism of your negative qualities. An
example would be, "Yes, you're right. I don't always listen closely to what you have to
say."

6. Workable compromise: when you feel that your self-respect is not in question,
consider a workable compromise with the other person. You can always bargain for your
material goals unless the compromise affects your personal feelings of self-respect.
However, if the end goal involves a matter of your self-worth and self-respect, THERE
CAN BE NO COMPROMISE. An example of this technique would be, "I understand
that you have a need to talk and I need to finish what I'm doing. So what about meeting in
half an hour?"

Conclusion

Assertiveness is a useful communication tool. It's application is contextual and it's not
appropriate to be assertive in all situations. Remember, your sudden use of assertiveness
may be perceived as an act of aggression by others.

There's also no guarantee of success, even when you use assertive communication styles
appropriately.

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