ORGANIZATIONAL CHANGE

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Prof. Grishma Patel

Presented By: Lokesh yadav

ORGANIZATIONAL CHANGE
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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.
NEED OF ORGANIZATIONAL CHANGE

Changes in environment Changes in managerial level-human resources Deficiency in present organization

ORGANIZATIONAL CHANGE IN BHARTI AIRTEL

0011 0010 1010 1101 0001 0100 1011 Bharti Airtel Limited,

one of Asias leading telecom services provider ,announced strategic organizational changes effective from April 1 2010. OBJECTIVE OF CHANGE

The objective is to enhance its focus on expanding operations to international markets beyond India and South Asia and further consolidate its leadership position in India.

PLAN OF CHANGE IN BHARTI AIRTEL LTD

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Creation of a new, empowered and dedicated International Business Group that will be responsible for expanding the companys operations. 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.

NEW ORGANIZATIONAL STRUCTURE THE INTERNATIONAL BUSINESS GROUP IN BHARTI AIRTEL Ltd.
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The new organization structure is effective 01 April 2010.

Annual results in brief

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(Rs crore)

Mar ' 11 Sales 38,015.80

Mar ' 10 35,609.54

Mar ' 09 34,014.29

Mar ' 08 25,703.51

Mar ' 07 17,794.43

Operating profit Interest

12,937.40 130.8

13,643.95 -855.65

12,991.06 1,763.98

Gross profit EPS (Rs)

12,919.50 20.32

14,589.33 24.82

11,367.82 20.4

4
483.71 10,253.18 16.45

10,501.03

2
7,116.95 255.84 6,954.67 10.64

Organizational Change At Tata Motors

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INTRODUCTION
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Tata Motors was predominantly a manufacturer of commercial vehicles. Cyclical business. Market in India shrank by more than 40 percent. 5 billion rupee loss in 2001. In 2001 they decided on a recovery strategy that had three distinct phases.

PHASE 1
0011 0010 1010 1101 0001 0100 1011 Move to a system of market

pricing.

Reduce break-even point. E-sourcing. Exploitation information technology.

PHASE 2
Improving product quality. Upgrading product features.

PHASE 3
International diversification.

Eight Steps Followed By Tata Motors To Create Organizational Change

Step 0010 1010 1101 0001 0011 One: Create Urgency: 0100 1011 For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving. Step Two: Form a Powerful Coalition: It can find effective change leaders throughout an organization - they don't necessarily follow the traditional company hierarchy. To lead change, one need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Step Three: Create a Vision for Change: When we first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.

Step Four: Communicate the Vision: What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that 1101 0011 0010 1010 you do.0001 0100 1011 Step Five: Remove Obstacles : Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward. Step Six: Create Short-term Wins : Create short-term targets - not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff. Step Seven: Build on the Change: Change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to Step Eight: Anchor the Changes in Corporate Culture: Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. achieve long-term change.

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