burke and litwin model model of change...
TRANSCRIPT
CHAPTER – VI
BURKE AND LITWIN BURKE AND LITWIN BURKE AND LITWIN BURKE AND LITWIN
MODEL MODEL MODEL MODEL OF CHANGEOF CHANGEOF CHANGEOF CHANGE
BURKE AND LITWIN MODEL OF CHANGE
III Objective –Appraisal of Conceptual Application Intensities of ‘Burke
Letwin Model’
6.0 INTRODUCTION
The “Burke-Litwin model” examines organizational change and performance. It
provides a link between an assessment of the wider institutional context and the nature
and process of change within an organization. It makes the following key points: (1)
the external environment is the most powerful driver for organizational change; (2)
changes in the external environment lead to significant changes within an organization
– its mission and strategy, its organizational culture and its leadership; and (3) changes
in these key factors lead to other changes within an organization – changes to structure,
systems and management practices. Together these changes affect motivation, which in
turn impacts on individual and organizational performance.
The model describes 12 organizational variables (incorporating the 7 variables of the 7-
S model) and the relationships between them. Each of the variables interacts and a
change in any one of them can eventually impact on the others. This is useful in
explaining not only how organizations perform, but also how they can be changed.
Illustrated in figure 1 below, the Burke-Litwin model illustrates an approach adopted
by many process theorists for incorporating organizational culture into models of
organizational change (Burke, 2008).
Figure 1
The Burke-Litwin Model for Organizational Culture Change
Cultural factors function in this model as one of four dimensions influencing
leadership, with systemic links to organizational performance, mission and strategy,
and the external environment. Within this framework four phases are defined:
prelaunch, launch, post-launch, and sustaining the change. These phases encompass
activities relating to leader self-examination, establishing and communicating need,
clarifying vision, dealing with resistance, maintaining consistency and persistence,
dealing with unanticipated consequences, sustaining momentum, and choosing
successors. Organizational culture is conceptualized in this and other process models of
change as one of many systemic factors affecting the context in which change is
introduced. Undoubtedly this chapter continues the tradition of its earlier chapters
dealing with analysis of the conceptual model and is an extension of its preceding
chapters as its efforts are centered on the process of evaluation with statistical analysis
of data and presentation, which is of high relevance to the research study, Further, the
findings of this chapter encompasses the concept mentioned in the III objective of the
research, along with their intensities as evident from the opinions of selected
respondents. Opinion rating for the elements of the concepts is secured on a five point
scale. The aim of this chapter is to present the processed data in an organized form of
tables followed by interpretation on two fronts ‘Status and Evaluation’ to illustrate the
facts unearthed by the study under status followed by inferences based on empirical
data under ‘Evaluation’, similar to the previous chapter.
6.1 PRESENTATION PLAN
Tables are once again named against the conceptual model that are identified as a part
of the research and are self explanatory, and illustrative, besides, all elements of the
conceptual model are chosen for the study as contents of first column of the table, and
successive columns present the cumulative weighted average (CWA) value for
individual elements against their demographic classification. Comprehensive listing of
all elements is done, which are essentially required to be covered. These elements form
the conceptual bone and base of the research study, which is wholly conceptual and is
neither imaginative nor hypothetical. Critical analysis of the elements is the objective
of this chapter and this is carried on by the respondents in the form of their rating on a
five point scale for the elements listed. The CWA values in the table are arrived at by
using the ratings by 441 respondents for the elements in the first column.
6.2 EVOLUTIONARY CHANGES
Introduction: The model isolated for analysis and interpretation in this chapter is
Burke and Litwin Model of Change, which comprehensively addresses various fronts
that requires to be changed in an organization for coveting success and
competitiveness. ‘Change is Certain’ as quoted anonymously and the foremost question
in the minds of the organization managers is’ what and what all’ trying to find answers
to these questions we take a scan at the list of elements of the conceptual model –
‘Changing Management Practices’, ‘Changing Organizational Policy’, ‘Changing
Organizational Structure’, ‘Changing Work Culture’, ‘Changing Skills & Abilities’,
‘Changing Individual Needs and Values’, ‘Changing Motivating Factors’, ‘Impact of
the Above Changes on Individual Performance’, Impact of the Above Changes on
Organisational Performance’. The conceptual model appropriately covers all factors
that are to be touched upon for the purpose of effective organizational change practices.
Table 6.1:Intensity of Evolutionary Changes on Organisation Developmenet -
Age wise
Age
Element
25-35 36-45 46-55 >55 CWA
Changing Management Practices 2.41 2.72 2.81 3.51 2.86
Changing Organizational Policy 2.44 2.73 2.81 3.51 2.87
Organizational Structure Change 2.33 2.74 2.82 3.56 2.86
Work Cultural Changes 2.33 2.77 2.73 3.72 2.89
Changes in Skills & Abilities 2.44 2.73 2.81 3.49 2.87
Shifting Individual Needs and
Values 2.33 2.74 2.82 3.56 2.86
Changing Motivating Factors 2.44 2.73 2.82 3.53 2.88
Impact of the Above Changes on
Individual Performance 2.33 2.74 2.77 3.68 2.88
Impact of the Above Changes on
Organizational Performance 2.41 2.73 2.82 3.51 2.87
Average 2.39 2.74 2.80 3.56 2.87
Source: Field survey CWA: Cumulative Weighted Average Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Evolutionary Changes’ is exposed for respondent review and Table No 6.1 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Age wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for all age groups.
Changing Management Practices - Intensity arrived at by the survey indicates low to
moderate ranking by all age groups except >55 age group which indicates moderate to
high ranking. Changing Organizational Policy Intensities arrived at by the survey
indicates low to moderate ranking by all age groups except >55 age group which
indicates moderate to high ranking. Organizational Structure Change Intensities
arrived at by the survey indicates low to moderate ranking by all age groups except >55
age group which indicates moderate to high ranking. Work Cultural Changes
Intensities arrived at by the survey indicates low to moderate ranking by all age groups
except >55 age group which indicates moderate to high ranking. Changes in Skills &
Abilities Intensities arrived at by the survey indicates low to moderate ranking by all
age groups except >55 age group which indicates moderate to high ranking. Shifting
Individual Needs and Values Intensities arrived at by the survey indicates low to
moderate ranking by all age groups except >55 age group which indicates moderate to
high ranking. Changing Motivating Factors Intensities arrived at by the survey
indicates low to moderate ranking by all age groups except >55 age group which
indicates moderate to high ranking. Impact of the Above Changes on Individual
Performance Intensities arrived at by the survey indicates low to moderate ranking by
all age groups except >55 age group which indicates moderate to high ranking. Impact
of the Above Changes on Organizational Performance Intensities arrived at by the
survey indicates low to moderate ranking by all age groups except >55 age group
which indicates moderate to high ranking.
Figure 6.1: Intensity of Evolutionary Changes on Organisation Development
Evaluation
All elements of the concept
by all age groups except >55 age group which indicates Moderate to High ranking
intensity.
00.5
1
1.52
2.5
33.5
4
Intensity of Evolutionary Changes on Organisation Developmenet
Intensity of Evolutionary Changes on Organisation Development
Age wise
All elements of the concept Evolutionary Changes Secured Low to Moderate
by all age groups except >55 age group which indicates Moderate to High ranking
Intensity of Evolutionary Changes on Organisation Developmenet -
Age wise
Intensity of Evolutionary Changes on Organisation Development –
Low to Moderate ranking
by all age groups except >55 age group which indicates Moderate to High ranking
-
25-35
36-45
46-55
>55
CWA
Table 6.2 Chi-Square Intensity of Evolutionary Change Practices on Organisation
Development – Age wise
Element
Chi-square
computed
Value
Table Value Level of
Significance
Degree of
Freedom
Changing Management
Practices 92.24587 21.026 5 12
Changing Organizational
Policy 85.08714 21.026 5 12
Organizational Structure
Change 93.04034 21.026 5 12
Work Cultural Changes 131.5401 21.026 5 12
Changes in Skills &
Abilities 84.55911 21.026 5 12
Shifting Individual Needs
and Values 100.1994 21.026 5 12
Changing Motivating
Factors 77.17168 21.026 5 12
Impact of the Above
Changes on Individual
Performance
117.2606 21.026 5 12
Impact of the Above
Changes on Organizational
Performance
92.1997 21.026 5 12
Source: Field survey
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance;
Hence HO is rejected for the elements represented. Hence we can conclude that these
elements have influence over Evolutionary Change practices on organisation
development.
Table 6.3: Intensity of Evolutionary Changes on Organisation Development -
Gender wise
Gender
Element Male Female CWA
Changing Management Practices 2.34 2.95 2.64
Changing Organizational Policy 2.36 3.21 2.79
Organizational Structure Change 2.36 3.16 2.76
Work Cultural Changes 2.33 2.89 2.61
Changes in Skills & Abilities 2.43 2.74 2.59
Shifting Individual Needs and Values 2.33 3.05 2.69
Changing Motivating Factors 2.54 3.21 2.88
Impact of the Above Changes on Individual
Performance 2.44 3.00 2.72
Impact of the Above Changes on
Organizational Performance 2.52 3.00 2.76
Average 2.41 3.02 2.72
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Evolutionary Changes’ is exposed for respondent review and Table No 6.3 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Gender wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for both gender groups.
Changing Management Practices Intensity arrived at by the survey indicates low to
moderate ranking by both gender groups. Changing Organizational Policy Intensities
arrived at by the survey indicates low to moderate ranking by both gender groups
except >55 age group which indicates moderate to high ranking.
Structure Change Intensities ar
by both gender groups except >55 age group which indicates moderate to high ranking.
Work Cultural Changes Intensities arrived at by the survey indicates low to moderate
ranking by both gender groups
the survey indicates low to moderate ranking by both gender groups.
Needs and Values Intensities arrived at by the survey indicates low to moderate ranking
by both gender groups. Changing Motivating Factors
survey indicates low to moderate ranking by both gender groups except >55 age group
which indicates moderate to high ranking.
Performance Intensities arriv
both gender groups. Impact of the Above Changes on Organizational Performance
Intensities arrived at by the survey indicates low to moderate ranking by both gender
groups.
Figure 6.2 Intensity of Evolutionary Changes on Organisation Development
Evaluation
All elements of the concept
by both gender groups.
0
0.5
1
1.5
2
2.5
3
3.5
Intensity of Evolutionary Changes on Organisation Development
except >55 age group which indicates moderate to high ranking. Organizational
Intensities arrived at by the survey indicates low to moderate ranking
by both gender groups except >55 age group which indicates moderate to high ranking.
Intensities arrived at by the survey indicates low to moderate
ranking by both gender groups. Changes in Skills & Abilities Intensities arrived at by
the survey indicates low to moderate ranking by both gender groups. Shifting Individual
Intensities arrived at by the survey indicates low to moderate ranking
Changing Motivating Factors Intensities arrived at by the
survey indicates low to moderate ranking by both gender groups except >55 age group
which indicates moderate to high ranking. Impact of the Above Changes on Individual
Intensities arrived at by the survey indicates low to moderate ranking by
Impact of the Above Changes on Organizational Performance
Intensities arrived at by the survey indicates low to moderate ranking by both gender
Intensity of Evolutionary Changes on Organisation Development
Gender wise
All elements of the concept Evolutionary Changes Secured Low to Moderate
Intensity of Evolutionary Changes on Organisation Development -
Gender wise
Organizational
rived at by the survey indicates low to moderate ranking
by both gender groups except >55 age group which indicates moderate to high ranking.
Intensities arrived at by the survey indicates low to moderate
Intensities arrived at by
Shifting Individual
Intensities arrived at by the survey indicates low to moderate ranking
Intensities arrived at by the
survey indicates low to moderate ranking by both gender groups except >55 age group
Impact of the Above Changes on Individual
ed at by the survey indicates low to moderate ranking by
Impact of the Above Changes on Organizational Performance
Intensities arrived at by the survey indicates low to moderate ranking by both gender
Intensity of Evolutionary Changes on Organisation Development -
Low to Moderate ranking
-
Male
Female
CWA
Table 6.4 Chi-Square Intensity of Evolutionary Change Practices on Organisation
Development - Gender wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Changing Management
Practices 13.25962 9.488 5 4
Changing Organizational
Policy 26.10607 9.488 5 4
Organizational Structure
Change 16.45744 9.488 5 4
Work Cultural Changes 10.68817 9.488 5 4
Changes in Skills & Abilities 4.189076 9.488 5 4
Shifting Individual Needs and
Values 7.964118 9.488 5 4
Changing Motivating Factors 11.65337 9.488 5 4
Impact of the Above Changes
on Individual Performance 8.753639 9.488 5 4
Impact of the Above Changes
on Organizational
Performance
4.978909 9.488 5 4
Source: Field survey CWA: Cumulative Weighted Average Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value except for Changes in Skills & Abilities,
Shifting Individual Needs and Values, Impact of the Above Changes on Individual
Performance, Impact of the Above Changes on Organizational Performance at 12 d o f
and 5% level of significance; Hence HO is rejected for the elements represented
except for Changes in Skills & Abilities, Shifting Individual Needs and Values, Impact
of the Above Changes on Individual Performance, Impact of the Above Changes on
Organizational Performance. Hence we can conclude that these elements have
influence over Evolutionary Change Practices on Organisation Development excepts
for the above factors.
Table 6.5: Intensity of Evolutionary Changes on Organisation Development -
Education wise
Education
Element
SSC /
ITI UG PG Prof CWA
Changing Management
Practices 2.71 2.77 2.82 2.96 2.82
Changing Organizational Policy 2.81 2.88 2.91 2.96 2.89
Organizational Structure
Change 2.83 2.77 2.78 3.01 2.85
Work Cultural Changes 2.86 2.85 2.92 3.01 2.91
Changes in Skills & Abilities 2.73 2.70 2.76 3.00 2.80
Shifting Individual Needs and
Values 2.76 2.63 2.69 2.86 2.74
Changing Motivating Factors 2.55 2.62 2.74 2.87 2.69
Impact of the Above Changes
on Individual Performance 2.32 2.35 2.65 2.90 2.55
Impact of the Above Changes
on Organizational Performance 2.77 2.87 2.87 2.95 2.86
Average 2.70 2.71 2.79 2.95 2.79
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Evolutionary Changes’ is exposed for respondent review and Table No 6.5 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Education wise employee responses in terms of intensities are
presented which finally converge into CWA values for all elements and for all
Educational groups.
Changing Management Practices Intensity arrived at by the survey indicates low to
moderate ranking by all Educational groups. Changing Organizational Policy
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
groups. Organizational Structure Change
low to moderate ranking by all Educational groups.
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Changes in Skills & Abilities
moderate ranking by all Educational groups.
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
groups. Changing Motivating Factors
to moderate ranking by all Educational groups.
Individual Performance Intensities arrived at by the survey indicates low to moderate
ranking by all Educational groups.
Performance Intensities arrived at by the survey indicates low to moderate ranking by
all Educational groups.
Figure 6.3: Intensity of Evolutionary Changes on Organisation Development
Source: Field survey
Evaluation
All elements of the concept
by all Educational groups except >55 age group which indicates Moderate to High
ranking intensity.
0
0.5
1
1.5
2
2.5
3
3.5
Intensity of Evolutionary Changes on Organisation Development
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
Organizational Structure Change Intensities arrived at by the survey indicates
low to moderate ranking by all Educational groups. Work Cultural Changes
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Changes in Skills & Abilities Intensities arrived at by the survey indicates low to
moderate ranking by all Educational groups. Shifting Individual Needs and Values
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
Changing Motivating Factors Intensities arrived at by the survey indicates low
to moderate ranking by all Educational groups. Impact of the Above Changes on
Intensities arrived at by the survey indicates low to moderate
ranking by all Educational groups. Impact of the Above Changes on Organizational
Intensities arrived at by the survey indicates low to moderate ranking by
.3: Intensity of Evolutionary Changes on Organisation Development
Education wise
CWA: Cumulative Weighted Average
All elements of the concept Evolutionary Changes Secured Low to Moderate
by all Educational groups except >55 age group which indicates Moderate to High
Intensity of Evolutionary Changes on Organisation Development -
Education wise
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
ies arrived at by the survey indicates
Work Cultural Changes Intensities
arrived at by the survey indicates low to moderate ranking by all Educational groups.
ved at by the survey indicates low to
Shifting Individual Needs and Values
Intensities arrived at by the survey indicates low to moderate ranking by all Educational
arrived at by the survey indicates low
Impact of the Above Changes on
Intensities arrived at by the survey indicates low to moderate
ve Changes on Organizational
Intensities arrived at by the survey indicates low to moderate ranking by
.3: Intensity of Evolutionary Changes on Organisation Development -
Cumulative Weighted Average
to Moderate ranking
by all Educational groups except >55 age group which indicates Moderate to High
SSC / ITI
UG
PG
Prof
CWA
Table 6.6: Chi-Square Intensity of Evolutionary Changes Practices on
Organisation Development - Education wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Changing Management
Practices 14.51164 21.026 5 12
Changing Organizational
Policy 17.01438 21.026 5 12
Organizational Structure
Change 25.37661 21.026 5 12
Work Cultural Changes 12.87534 21.026 5 12
Changes in Skills & Abilities 22.19314 21.026 5 12
Shifting Individual Needs
and Values 17.79471 21.026 5 12
Changing Motivating Factors 23.41063 21.026 5 12
Impact of the Above Changes
on Individual Performance 37.93093 21.026 5 12
Impact of the Above Changes
on Organizational
Performance
19.61248 21.026 5 12
Source: Field survey CWA: Cumulative Weighted Average
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance except
for the few factors highlighted in the above table; Hence HO is rejected for the
elements represented except for the few factors highlighted in the above table. Hence
we can conclude that these elements have influence over Evolutionary Changes
Practices on Organisation Development except for the few factors highlighted in the
above table
Table 6.7: Intensity of Evolutionary Changes on Organisation Development -
Occupation wise
Occupation
Element Operations Administrative Managerial CWA
Changing
Management Practices 2.29 2.55 2.85 2.56
Changing
Organizational Policy 2.25 2.53 2.92 2.57
Organizational
Structure Change 2.26 2.74 2.86 2.62
Work Cultural
Changes 2.23 2.72 2.92 2.62
Changes in Skills &
Abilities 2.32 2.43 2.98 2.58
Shifting Individual
Needs and Values 2.31 2.59 2.82 2.57
Changing Motivating
Factors 2.30 2.48 2.98 2.59
Impact of the Above
Changes on Individual
Performance
2.25 2.76 2.88 2.63
Impact of the Above
Changes on
Organizational
Performance
2.32 2.82 2.94 2.69
Average 2.28 2.62 2.91 2.60
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Evolutionary Changes’ is exposed for respondent review and Table No 6.7 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Occupation wise employee responses in terms of intensities are
presented which finally converge into CWA values for all elements and for all
Occupational groups.
Changing Management Practices
moderate ranking by all Occupational groups.
Intensities arrived at by the survey indicates low to moderate ranking by all
Occupational groups. Organizational Structure Change
survey indicates low to moderate ranking by all Occupational groups.
Changes Intensities arrived at by the survey indicates low to moderate ranking by all
Occupational groups. Changes in Skills & Abilities
indicates low to moderate ranking by all Occupational groups.
Needs and Values Intensities arrived at by the survey indicates low to moderate ranking
by all Occupational groups.
survey indicates low to moderate ranking by all Occupational groups.
Above Changes on Individual Performance
low to moderate ranking by all Occupational groups.
Organizational Performance
moderate ranking by all Occupational groups.
Figure 6.4: Intensity of Evolutionary Changes on Organisation Development
Source: Field survey
Evaluation
All elements of the concept
by all Occupational groups.
0
0.5
1
1.5
2
2.5
3
Intensity of Evolutionary Changes on Organisation Development
Changing Management Practices Intensity arrived at by the survey indicates low to
ranking by all Occupational groups. Changing Organizational Policy
Intensities arrived at by the survey indicates low to moderate ranking by all
Organizational Structure Change Intensities arrived at by the
survey indicates low to moderate ranking by all Occupational groups. Work Cultural
Intensities arrived at by the survey indicates low to moderate ranking by all
Changes in Skills & Abilities Intensities arrived at by the survey
indicates low to moderate ranking by all Occupational groups. Shifting Individual
Intensities arrived at by the survey indicates low to moderate ranking
by all Occupational groups. Changing Motivating Factors Intensities arrived at by the
survey indicates low to moderate ranking by all Occupational groups. Impact of the
Above Changes on Individual Performance Intensities arrived at by the survey indicates
low to moderate ranking by all Occupational groups. Impact of the Above Changes on
Organizational Performance Intensities arrived at by the survey indicates low to
moderate ranking by all Occupational groups.
.4: Intensity of Evolutionary Changes on Organisation Development
Occupation wise
CWA: Cumulative Weighted Average
All elements of the concept Evolutionary Changes Secured Low to Moderate
by all Occupational groups.
Intensity of Evolutionary Changes on Organisation Development -
occupation wise
Operations
Administrative
Managerial
CWA
arrived at by the survey indicates low to
Changing Organizational Policy
Intensities arrived at by the survey indicates low to moderate ranking by all
Intensities arrived at by the
Work Cultural
Intensities arrived at by the survey indicates low to moderate ranking by all
ities arrived at by the survey
Shifting Individual
Intensities arrived at by the survey indicates low to moderate ranking
Intensities arrived at by the
Impact of the
Intensities arrived at by the survey indicates
act of the Above Changes on
Intensities arrived at by the survey indicates low to
.4: Intensity of Evolutionary Changes on Organisation Development -
Cumulative Weighted Average
to Moderate ranking
Operations
Administrative
Managerial
CWA
Table 6.8 Chi-Square Intensity Evolutionary Changes on Organisation
Development - Occupation wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Changing Management
Practices 90.90309 15.507 5 8
Changing Organizational
Policy 29.6215 15.507 5 8
Organizational Structure
Change 36.71166 15.507 5 8
Work Cultural Changes 112.5991 15.507 5 8
Changes in Skills &
Abilities 23.58705 15.507 5 8
Shifting Individual Needs
and Values 88.50682 15.507 5 8
Changing Motivating
Factors 26.99268 15.507 5 8
Impact of the Above
Changes on Individual
Performance
106.0706 15.507 5 8
Impact of the Above
Changes on Organizational
Performance
34.58345 15.507 5 8
Source: Field survey CWA: Cumulative Weighted Average Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance;
Hence HO is rejected for the elements represented. Hence we can conclude that these
elements have influence over samples on customer retention
Table 6.9: Intensity of Evolutionary Changes on Organisation Development-
Income wise
Income
Element < 20 K 21K to
30K
31K to
40 K >40 K CWA
Changing Management
Practices 2.58 2.61 2.60 2.89 2.67
Changing Organizational Policy 2.56 2.55 2.55 3.03 2.67
Organizational Structure
Change 2.58 2.43 2.60 2.94 2.64
Work Cultural Changes 2.59 2.55 2.55 2.99 2.67
Changes in Skills & Abilities 2.62 2.64 2.57 3.02 2.71
Shifting Individual Needs and
Values 2.60 2.64 2.60 2.98 2.70
Changing Motivating Factors 2.56 2.48 2.53 2.96 2.63
Impact of the Above Changes
on Individual Performance 2.58 2.75 2.58 2.98 2.72
Impact of the Above Changes
on Organizational Performance 2.63 2.57 2.57 2.96 2.68
Average 2.59 2.58 2.57 2.97 2.58
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Evolutionary Changes’ is exposed for respondent review and Table No 6.5 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Income wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for all Income groups.
Changing Management Practices Intensity arrived at by the survey indicates low to
moderate ranking by all Income groups. Changing Organizational Policy Intensities
arrived at by the survey indicates low to moderate ranking by all Income groups.
Organizational Structure Change
moderate ranking by all Income groups.
by the survey indicates low to modera
Skills & Abilities Intensities arrived at by the survey indicates low to moderate ranking
by all Income groups. Shifting Individual Needs and Values
survey indicates low to moderate
Factors Intensities arrived at by the survey indicates low to moderate ranking by all
Income groups. Impact of the Above Changes on Individual Performance
arrived at by the survey indicates low
Impact of the Above Changes on Organizational Performance
the survey indicates low to moderate ranking by all Income groups.
Figure 6.5: Intensity of Evolutionary Changes on Organisation
Source: Field survey
Evaluation
All elements of the concept
by all Income groups.
0
0.5
1
1.5
2
2.5
3
3.5
Intensity of Evolutionary Changes on Organisation Development
Organizational Structure Change Intensities arrived at by the survey indicates low to
moderate ranking by all Income groups. Work Cultural Changes Intensities arrived at
by the survey indicates low to moderate ranking by all Income groups.
Intensities arrived at by the survey indicates low to moderate ranking
Shifting Individual Needs and Values Intensities arrived at by the
survey indicates low to moderate ranking by all Income groups. Changing Motivating
Intensities arrived at by the survey indicates low to moderate ranking by all
Impact of the Above Changes on Individual Performance
arrived at by the survey indicates low to moderate ranking by all Income groups.
Impact of the Above Changes on Organizational Performance Intensities arrived at by
the survey indicates low to moderate ranking by all Income groups.
Intensity of Evolutionary Changes on Organisation Development
Income wise
CWA: Cumulative Weighted Average
All elements of the concept Evolutionary Changes Secured Low to Moderate
Intensity of Evolutionary Changes on Organisation Development- Income
wise
Intensities arrived at by the survey indicates low to
Intensities arrived at
te ranking by all Income groups. Changes in
Intensities arrived at by the survey indicates low to moderate ranking
Intensities arrived at by the
Changing Motivating
Intensities arrived at by the survey indicates low to moderate ranking by all
Impact of the Above Changes on Individual Performance Intensities
to moderate ranking by all Income groups.
Intensities arrived at by
Development-
Cumulative Weighted Average
Low to Moderate ranking
Income
< 20 K
21K to 30K
31K to 40 K
>40 K
CWA
Table 6.10: Chi-Square Intensity of Evolutionary Changes on Organisation
Development- Income wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Changing Management
Practices 14.67334 21.026 5 12
Changing Organizational
Policy 24.6071 21.026 5 12
Organizational Structure
Change 24.18898 21.026 5 12
Work Cultural Changes 21.34249 21.026 5 12
Changes in Skills &
Abilities 22.15097 21.026 5 12
Shifting Individual Needs
and Values 17.88337 21.026 5 12
Changing Motivating
Factors 22.18464 21.026 5 12
Impact of the Above
Changes on Individual
Performance
19.60222 21.026 5 12
Impact of the Above
Changes on Organizational
Performance
19.80031 21.026 5 12
Source: Field survey
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance
except for factors highlighted in the above table. Hence HO is rejected for the elements
represented except for factors highlighted in the above table. Hence we can conclude
that these elements have influence over Evolutionary Changes on Organisation
Development except for factors highlighted in the above table.
REVOLUTIONARY CHANGES
6.3 Introduction
The model isolated for analysis and interpretation in this chapter is Burke and Litwin
Model of Change, which comprehensively addresses various fronts that requires to be
changed in an organization for coveting success and competitiveness. ‘Change is
Certain’ as quoted anonymously and the foremost question in the minds of the
organization managers is’ what and what all’ trying to find answers to these questions
we take a scan at the list of elements of the conceptual model – ‘Leaders Changing
Themselves’, ‘Change Inspiration to Followers’, ‘Capabilities of Leader’, ‘Profound
Effect of Leaders on Followers’, ‘Changes in the Organizational Mission’, ‘Alignment
of Strategy & New Mission’, ‘Impact of leadership on the organizational Culture’,
‘Impact of Strategy on Organizational Culture’, ‘Impact of Mission on Organizational
Culture’, ‘Impact on Societal Changes’, ‘Impact of Technological Changes’, ‘Impact of
Economic Policy Changes’, ‘Impact of Changes in Political Milieu’, ‘Impact of
Changes in Global Scenario’, ‘Impact of Changes in the Natural Settings’, ‘Impact of
all the above on Individual performance’, ‘Impact of all the above on Organizational
Performance’.
The second stage of this model encompasses a list of characteristics required to be
covered to successfully usher change and change practices by dealing with changes in
leaders, inspiration roles, capabilities, effect on followers, changes in mission,
alignment, impact of - leadership on culture, strategy on organizational culture, mission
on organizational culture, societal changes, technological changes, economic policy
changes, political changes, global scenario transitions, natural settings transitions, all
on individual performance, all above on organizational performance’. The conceptual
model appropriately covers all factors that are to be touched upon for the purpose of
effective organizational change practices.
Table 6.11:Intensity of Revolutionary Changes on Organisation Development -
Age wise
Age
Element 25-35 36-45 46-55 >55 CWA
Leaders Changing Themselves 2.37 2.70 2.79 3.56 2.86
Change Inspiration to Followers 2.44 2.71 2.82 3.51 2.87
Capabilities of Leader 2.44 2.73 2.83 3.54 2.89
Profound/Maximum Effect of
Leaders on Followers 2.35 2.74 2.84 3.56 2.87
Changes in the Organizational
Mission 2.37 2.71 2.83 3.51 2.86
Alignment of Strategy & New
Mission 2.39 2.72 2.81 3.47 2.85
Impact of
leadership on the organizational
Culture
2.37 2.73 2.82 3.47 2.85
Impact of Strategy on
Organizational Culture 2.33 2.74 2.77 3.72 2.89
Impact of Mission on
Organizational Culture 2.33 2.76 2.82 3.65 2.89
Impact on Societal Changes 2.43 2.73 2.86 3.67 2.92
Impact of Technological
Changes 2.48 2.69 2.80 3.54 2.88
Impact of Economic Policy
Changes 2.41 2.72 2.82 3.53 2.87
Impact of Changes in Political
Milieu 2.54 2.72 2.76 3.63 2.91
Impact of ‘Changes in Global
Scenario 2.37 2.75 2.81 3.63 2.89
Impact of Changes in the
Natural Settings 2.46 2.73 2.82 3.58 2.90
Impact of all the above on
Individual performance 2.37 2.79 2.84 3.65 2.91
Impact of all the above on
Organizational Performance 2.48 2.71 2.82 3.65 2.92
Average 2.41 2.73 2.82 3.58 2.88
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Revolutionary Changes’ is exposed for respondent review and Table No 6.1 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Age wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for all age groups.
Leaders Changing Themselves arrived at by the survey indicates low to moderate
ranking by all age groups except >55 age group which indicates moderate to high
ranking. Change Inspiration to Followers Intensities arrived at by the survey indicates
low to moderate ranking by all age groups except >55 age group which indicates
moderate to high ranking. Capabilities of Leader Intensities arrived at by the survey
indicates low to moderate ranking by all age groups except >55 age group which
indicates moderate to high ranking. Profound/Maximum Effect of Leaders on Followers
arrived at by the survey indicates low to moderate ranking by all age groups except >55
age group which indicates moderate to high ranking. Changes in the Organizational
Mission Intensities arrived at by the survey indicates low to moderate ranking by all age
groups except >55 age group which indicates moderate to high ranking. Alignment of
Strategy & New Mission Intensities arrived at by the survey indicates low to moderate
ranking by all age groups except >55 age group which indicates moderate to high
ranking. Impact of leadership on the organizational Culture Intensities arrived at by the
survey indicates low to moderate ranking by all age groups except >55 age group
which indicates moderate to high ranking. Impact of Strategy on Organizational
Culture Intensities arrived at by the survey indicates low to moderate ranking by all age
groups except >55 age group which indicates moderate to high ranking. Impact of
Mission on Organizational Culture Intensities arrived at by the survey indicates low to
moderate ranking by all age groups except >55 age group which indicates moderate to
high ranking. Impact on Societal Changes Intensities arrived at by the survey indicates
low to moderate ranking by all age groups except >55 age group which indicates
moderate to high ranking. Impact of Technological Changes Intensities arrived at by
the survey indicates low to moderate ranking by all age groups except >55 age group
which indicates moderate to
high ranking. Impact of Economic Policy Changes
>55 age group which indicates moderate to high ranking.
to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.
Intensities arrived at by the survey indicates low to moderate ranking by all age groups excep
ranking. Impact of Changes in the Natural Settings
except >55 age group which indicates moderate to high ranking.
survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.
above on Organizational Performance Intensities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age
group which indicates moderate to high ranking.
Figure 6.6: Intensity of Revolutionary Changes on Organisation Development
00.5
11.5
22.5
33.5
4
Intensity of Revolutionary Changes on Organisation Development
Impact of Economic Policy Changes Intensities arrived at by the survey indicates low to moderate ranking by all age groups except
>55 age group which indicates moderate to high ranking. Impact of Changes in Political Milieu Intensities arrived at by th
to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking. Impact of ‘Changes in Global Scenario
Intensities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high
Impact of Changes in the Natural Settings Intensities arrived at by the survey indicates low to moderate ranking by all age groups
except >55 age group which indicates moderate to high ranking. Impact of all the above on Individual performance
survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.
nsities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age
group which indicates moderate to high ranking.
Intensity of Revolutionary Changes on Organisation Development
Intensity of Revolutionary Changes on Organisation Development - Age wise
Intensities arrived at by the survey indicates low to moderate ranking by all age groups except
Intensities arrived at by the survey indicates low
Impact of ‘Changes in Global Scenario
t >55 age group which indicates moderate to high
Intensities arrived at by the survey indicates low to moderate ranking by all age groups
ct of all the above on Individual performance Intensities arrived at by the
survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking. Impact of all the
nsities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age
Intensity of Revolutionary Changes on Organisation Development - Age wise
25-35
36-45
46-55
>55
CWA
Evaluation
All elements of the concept ‘Revolutionary Changes’ Secured Low to Moderate
ranking by all age groups except >55 age group which indicates Moderate to High
ranking intensity.
Table 6.12 Chi-Square Intensity of Revolutionary Changes on Organisation
Development - Age wise
Element
Chi-square
computed
Value
Table Value Level of
Significance
Degree of
Freedom
Leaders Changing
Themselves 95.74107 21.026 5 12
Change Inspiration to
Followers 78.63143 21.026 5 12
Capabilities of Leader 89.00553 21.026 5 12
Profound/Maximum Effect
of Leaders on Followers 97.75635 21.026 5 12
Changes in the
Organizational Mission 89.03545 21.026 5 12
Alignment of Strategy &
New Mission 75.63068 21.026 5 12
Impact of
leadership on the
organizational Culture
85.40712 21.026 5 12
Impact of Strategy on
Organizational Culture 120.9624 21.026 5 12
Impact of Mission on
Organizational Culture 112.6995 21.026 5 12
Impact on Societal Changes 89.99443 21.026 5 12
Impact of Technological
Changes 80.70468 21.026 5 12
Impact of Economic Policy
Changes 90.04959 21.026 5 12
Impact of Changes in
Political Milieu 97.83617 21.026 5 12
Impact of ‘Changes in
Global Scenario 103.8902 21.026 5 12
Impact of Changes in the
Natural Settings 90.7023 21.026 5 12
Impact of all the above on
Individual performance 109.6261 21.026 5 12
Impact of all the above on
Organizational Performance 92.53153 21.026 5 12
Source: Field survey
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance;
Hence HO is rejected for the elements represented. Hence we can conclude that these
elements have influence over Revolutionary Changes on Organisation Development.
Table 6.13: Intensity of Revolutionary Changes on Organisation Development -
Gender wise
Gender
Element Male Female CWA
Leaders Changing Themselves 2.55 2.89 2.72
Change Inspiration to Followers 2.54 2.84 2.69
Capabilities of Leader 2.48 2.95 2.71
Profound/Maximum Effect of Leaders on
Followers 2.47 2.95 2.71
Changes in the Organizational Mission 2.33 3.00 2.67
Alignment of Strategy & New Mission 2.36 2.95 2.66
Impact of
leadership on the organizational Culture 2.33 3.00 2.67
Impact of Strategy on Organizational
Culture 2.35 2.84 2.60
Impact of Mission on Organizational
Culture 2.35 2.74 2.54
Impact on Societal Changes 2.55 3.00 2.77
Impact of Technological Changes 2.44 2.84 2.64
Impact of Economic Policy Changes 2.36 2.95 2.65
Impact of Changes in Political Milieu 2.32 2.89 2.61
Impact of ‘Changes in Global Scenario 2.38 3.00 2.69
Impact of Changes in the Natural Settings 2.54 2.89 2.72
Impact of all the above on Individual
performance 2.36 2.95 2.65
Impact of all the above on Organizational
Performance 2.36 2.79 2.58
Average 2.42 2.91 2.66
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Revolutionary Changes’ is exposed for respondent review and Table No 6.13 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Gender wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for both gender groups.
Leaders Changing Themselves arrived at by the survey indicates low to moderate
ranking by both gender groups. Change Inspiration to Followers Intensities arrived at
by the survey indicates low to moderate ranking by both gender groups. Capabilities of
Leader Intensities arrived at by the survey indicates low to moderate ranking by both
gender groups. Profound/Maximum Effect of Leaders on Followers arrived at by the
survey indicates low to moderate ranking by both gender groups. Changes in the
Organizational Mission Intensities arrived at by the survey indicates low to moderate
ranking by both gender groups. Alignment of Strategy & New Mission Intensities
arrived at by the survey indicates low to moderate ranking by both gender groups.
Impact of leadership on the organizational Culture Intensities arrived at by the survey
indicates low to moderate ranking by both gender groups. Impact of Strategy on
Organizational Culture Intensities arrived at by the survey indicates low to moderate
ranking by both gender groups. Impact of Mission on Organizational Culture
Intensities arrived at by the survey indicates low to moderate ranking by both gender
groups. Impact on Societal Changes Intensities arrived at by the survey indicates low to
moderate ranking by both gender groups. Impact of Technological Changes Intensities
arrived at by the survey indicates low to moderate ranking by both gender groups.
Impact of Economic Policy Changes Intensities arrived at by the survey indicates low
to moderate ranking by both gender groups. Impact of Changes in Political Milieu
Intensities arrived at by the survey indicates low to moderate ranking by both gender
groups. Impact of ‘Changes in Global Scenario Intensities arrived at by the survey
indicates low to moderate ranking by both gender groups. Impact of Changes in the
Natural Settings Intensities arrived at by the survey indicates low to moderate ranking
by both gen
der groups. Impact of all the above on Individual performance
gender groups. Impact of all the above on Organizational Performance
both gender groups.
Figure 6.7: Intensity of Revolutionary Changes on Organisation Development
Evaluation
All elements of the concept ‘Revolutionary Change
0
0.5
1
1.5
2
2.5
3
Intensity of Revolutionary Changes on Organisation Development
dividual performance Intensities arrived at by the survey indicates low to moderate ranking by both
Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low to moderate ranking by
Intensity of Revolutionary Changes on Organisation Development -
volutionary Changes’ Secured Low to Moderate ranking by both gender groups.
Intensity of Revolutionary Changes on Organisation Development -
Gender wise
Intensities arrived at by the survey indicates low to moderate ranking by both
Intensities arrived at by the survey indicates low to moderate ranking by
Gender wise
ranking by both gender groups.
Male
Female
CWA
Table 6.14 Chi-Square Intensity of Revolutionary Changes on Organisation
Development - Gender wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Leaders Changing
Themselves 2.372266 9.488 5 4
Change Inspiration to
Followers 1.562257 9.488 5 4
Capabilities of Leader 8.071154 9.488 5 4
Profound/Maximum Effect of
Leaders on Followers 8.076032 9.488 5 4
Changes in the
Organizational Mission 11.74909 9.488 5 4
Alignment of Strategy &
New Mission 25.18187 9.488 5 4
Impact of
leadership on the
organizational Culture
15.53644 9.488 5 4
Impact of Strategy on
Organizational Culture 10.32147 9.488 5 4
Impact of Mission on
Organizational Culture 3.40287 9.488 5 4
Impact on Societal Changes 31.88547 9.488 5 4
Impact of Technological
Changes 3.468722 9.488 5 4
Impact of Economic Policy
Changes 6.582859 9.488 5 4
Impact of Changes in
Political Milieu 14.734 9.488 5 4
Impact of ‘Changes in Global
Scenario 14.22817 9.488 5 4
Impact of Changes in the
Natural Settings 3.252763 9.488 5 4
Impact of all the above on
Individual performance 3.601156 9.488 5 4
Impact of all the above on
Organizational Performance 7.273335 9.488 5 4
Source: Field survey CWA: Cumulative Weighted Average
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance except
for the factors highlighted in above table. Hence HO is rejected for the elements
represented except for the factors highlighted in above table. Hence we can conclude
that these elements have influence over Revolutionary Changes on Organisation
Development except for the factors highlighted in above table.
Table 6.10: Intensity of Revolutionary Changes on Organisation Development -
Education wise
Education
Element SSC /
ITI UG PG Prof CWA
Leaders Changing Themselves 2.76 2.73 2.81 2.96 2.82
Change Inspiration to Followers 2.73 2.73 2.83 2.94 2.81
Capabilities of Leader 2.85 2.86 2.93 3.00 2.91
Profound/Maximum Effect of Leaders on
Followers 2.77 2.77 2.87 3.05 2.87
Changes in the Organizational Mission 2.75 2.71 2.76 2.95 2.79
Alignment of Strategy & New Mission 2.72 2.66 2.73 2.87 2.75
Impact of leadership on the organizational
Culture 2.65 2.57 2.60 2.91 2.68
Impact of Strategy on Organizational Culture 2.71 2.80 2.80 3.01 2.83
Impact of Mission on Organizational Culture 2.76 2.71 2.76 3.00 2.81
Impact on Societal Changes 2.77 2.75 2.83 3.05 2.85
Impact of Technological Changes 2.72 2.70 2.76 3.10 2.82
Impact of Economic Policy Changes 2.43 2.52 2.59 2.85 2.60
Impact of Changes in Political Milieu 2.76 2.63 2.69 2.86 2.74
Impact of ‘Changes in Global Scenario 2.55 2.62 2.74 2.87 2.69
Impact of Changes in the Natural Settings 2.78 2.80 2.85 3.00 2.86
Impact of all the above on Individual
performance 2.77 2.87 2.87 2.95 2.86
Impact of all the above on Organizational
Performance 2.73 2.70 2.76 3.00 2.80
Average 2.72 2.71 2.78 2.96 2.79
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Revolutionary Changes’ is exposed for respondent review and Table No 6.13 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Education wise employee responses in terms of intensities are
presented which finally converge into CWA values for all elements and for all
Educational groups.
Leaders Changing Themselves arrived at by the survey indicates low to moderate
ranking by all Educational groups. Change Inspiration to Followers Intensities arrived
at by the survey indicates low to moderate ranking by all Educational groups.
Capabilities of Leader Intensities arrived at by the survey indicates low to moderate
ranking by all Educational groups. Profound/Maximum Effect of Leaders on Followers
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Changes in the Organizational Mission Intensities arrived at by the survey indicates
low to moderate ranking by all Educational groups. Alignment of Strategy & New
Mission Intensities arrived at by the survey indicates low to moderate ranking by all
Educational groups. Impact of leadership on the organizational Culture Intensities
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Impact of Strategy on Organizational Culture Intensities arrived at by the survey
indicates low to moderate ranking by all Educational groups. Impact of Mission on
Organizational Culture Intensities arrived at by the survey indicates low to moderate
ranking by all Educational groups. Impact on Societal Changes Intensities arrived at
by the survey indicates low to moderate ranking by all Educational groups. Impact of
Technological Changes Intensities arrived at by the survey indicates low to moderate
ranking by all Educational groups. Impact of Economic Policy Changes Intensities
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Impact of Changes in Political Milieu Intensities arrived at by the survey indicates low
to moderate ranking by all Educational groups. Impact of ‘Changes in Global Scenario
Intensities arrived at by the survey indicates low to moderate ranking by all
Educational. Impact of Changes in the Natural Settings Intensities arrived at by the
survey indicates low to moderate ranking by all Educational groups.
the survey indicates low to moderate ranking by all Educational groups.
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Figure 6.8: Intensity of Revolutionary Changes on Organisation Development
Source: Field survey
Evaluation
All elements of the concept ‘Revolutionary Change
0
1
2
3
4
Intensity of Revolutionary Changes on Organisation Development
survey indicates low to moderate ranking by all Educational groups. Impact of all the above on Individual performance
the survey indicates low to moderate ranking by all Educational groups. Impact of all the above on Organizational Performance
arrived at by the survey indicates low to moderate ranking by all Educational groups.
Intensity of Revolutionary Changes on Organisation Development - Education wise
volutionary Changes’ Secured Low to Moderate ranking by all Educational groups.
Intensity of Revolutionary Changes on Organisation Development - Education wise
Impact of all the above on Individual performance Intensities arrived at by
Impact of all the above on Organizational Performance Intensities
Education wise
ranking by all Educational groups.
Education wise
SSC / ITI
UG
PG
Prof
CWA
Table 6.16: Chi-Square Intensity of Revolutionary Changes on Organisation
Development - Education wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Leaders Changing
Themselves 17.94839 21.026 5 12
Change Inspiration to
Followers 12.35042 21.026 5 12
Capabilities of Leader 16.61359 21.026 5 12
Profound/Maximum Effect of
Leaders on Followers 21.96119 21.026 5 12
Changes in the
Organizational Mission 26.83449 21.026 5 12
Alignment of Strategy &
New Mission 22.71545 21.026 5 12
Impact of
leadership on the
organizational Culture
17.08874 21.026 5 12
Impact of Strategy on
Organizational Culture 18.173 21.026 5 12
Impact of Mission on
Organizational Culture 20.91589 21.026 5 12
Impact on Societal Changes 20.66844 21.026 5 12
Impact of Technological
Changes 26.08215 21.026 5 12
Impact of Economic Policy
Changes 26.74493 21.026 5 12
Impact of Changes in
Political Milieu 17.79471 21.026 5 12
Impact of ‘Changes in Global
Scenario 23.41063 21.026 5 12
Impact of Changes in the
Natural Settings 19.06519 21.026 5 12
Impact of all the above on
Individual performance 19.61248 21.026 5 12
Impact of all the above on
Organizational Performance 22.19314 21.026 5 12
Source: Field survey CWA: Cumulative Weighted Average
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance except
for the factors highlighted in above table. Hence HO is rejected for the elements
represented except for the factors highlighted in above table. Hence we can conclude
that these elements have influence over Revolutionary Changes on Organisation
Development except for the factors highlighted in above table.
Table 6.17: Intensity of Revolutionary Changes on Organisation Development -
Occupation wise
Occupation
Element Operations Administrative Managerial CWA
Leaders Changing
Themselves 2.29 2.51 2.95 2.59
Change Inspiration to
Followers 2.32 2.49 2.94 2.58
Capabilities of Leader 2.25 2.53 2.82 2.54
Profound/Maximum Effect
of Leaders on Followers 2.23 2.69 2.86 2.60
Changes in the
Organizational Mission 2.31 2.78 2.86 2.65
Alignment of Strategy &
New Mission 2.32 2.78 2.85 2.65
Impact of
leadership on the
organizational Culture
2.34 2.82 2.94 2.70
Impact of Strategy on
Organizational Culture 2.24 2.74 3.02 2.66
Impact of Mission on
Organizational Culture 2.29 2.52 2.95 2.59
Impact on Societal Changes 2.28 2.67 2.86 2.60
Impact of Technological
Changes 2.26 2.49 2.91 2.55
Impact of Economic Policy
Changes 2.25 2.74 2.89 2.63
Impact of Changes in
Political Milieu 2.25 2.50 2.97 2.57
Impact of ‘Changes in
Global Scenario 2.23 2.69 2.89 2.61
Impact of Changes in the
Natural Settings 2.29 2.63 2.95 2.62
Impact of all the above on
Individual performance 2.32 2.78 2.89 2.67
Impact of all the above on
Organizational Performance 2.30 2.48 2.98 2.59
Average 2.28 2.64 2.92 2.61
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Revolutionary Changes’ is exposed for respondent review and Table No 6.13 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Occupation wise employee responses in terms of intensities are
presented which finally converge into CWA values for all elements and for all
Occupational groups.
Leaders Changing Themselves arrived at by the survey indicates low to moderate
ranking by all Occupational groups. Change Inspiration to Followers Intensities arrived
at by the survey indicates low to moderate ranking by all Occupational groups.
Capabilities of Leader Intensities arrived at by the survey indicates low to moderate
ranking by all Occupational groups. Profound/Maximum Effect of Leaders on
Followers arrived at by the survey indicates low to moderate ranking by all
Occupational groups. Changes in the Organizational Mission Intensities arrived at by
the survey indicates low to moderate ranking by all Occupational groups. Alignment of
Strategy & New Mission Intensities arrived at by the survey indicates low to moderate
ranking by all Occupational groups. Impact of leadership on the organizational Culture
Intensities arrived at by the survey indicates low to moderate ranking by all
Occupational groups. Impact of Strategy on Organizational Culture Intensities arrived
at by the survey indicates low to moderate ranking by all Occupational groups. Impact
of Mission on Organizational Culture Intensities arrived at by the survey indicates low
to moderate ranking by all Occupational groups. Impact on Societal Changes
Intensities arrived at by the survey indicates low to moderate ranking by all
Occupational groups. Impact of Technological Changes Intensities arrived at by the
survey indicates low to moderate ranking by all Occupational groups. Impact of
Economic Policy Changes Intensities arrived at by the survey indicates low to moderate
ranking by all Occupational groups. Impact of Changes in Political Milieu Intensities
arrived at by the survey indicates low to moderate ranking by all Occupational groups.
Impact of ‘Changes in Global Scenario Intensities arrived at by the survey indicates
low to moderate ranking by all
Occupational groups. Impact of Changes in the Natural Settings
Occupational groups. Impact of all the above on Individual performance
all Occupational groups. Impact of all the above on Organizational Performance
ranking by all Occupational groups.
Figure 6.9: Intensity of Revolutionary Chan
Source: Field survey
Evaluation All elements of the concept ‘
0
1
2
3
4
Intensity of Revolutionary Changes on Organisation Development
Impact of Changes in the Natural Settings Intensities arrived at by the survey indicates low to moderate ranking by all
Impact of all the above on Individual performance Intensities arrived at by the survey in
Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low to moderate
: Intensity of Revolutionary Changes on Organisation Development - Occupation wise
CWA: Cumulative Weighted Average
All elements of the concept ‘Revolutionary Changes’ Secured Low to Moderate ranking by all Occupational groups.
Intensity of Revolutionary Changes on Organisation Development - occupation wise
Intensities arrived at by the survey indicates low to moderate ranking by all
Intensities arrived at by the survey indicates low to moderate ranking by
Intensities arrived at by the survey indicates low to moderate
ccupation wise
ranking by all Occupational groups.
Operations
Administrative
Managerial
CWA
Table 6.18 Chi-Square Intensity of Revolutionary Changes on Organisation
Development - Occupation wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Leaders Changing
Themselves 100.8653 15.507 5 8
Change Inspiration to
Followers 23.02611 15.507 5 8
Capabilities of Leader 93.55395 15.507 5 8
Profound/Maximum
Effect of Leaders on
Followers
39.51902 15.507 5 8
Changes in the
Organizational Mission 100.3682 15.507 5 8
Alignment of Strategy &
New Mission 30.87316 15.507 5 8
Impact of
leadership on the
organizational Culture
102.7241 15.507 5 8
Impact of Strategy on
Organizational Culture 50.85324 15.507 5 8
Impact of Mission on
Organizational Culture 100.4372 15.507 5 8
Impact on Societal
Changes 29.62028 15.507 5 8
Impact of Technological
Changes 97.06053 15.507 5 8
Impact of Economic
Policy Changes 39.4784 15.507 5 8
Impact of Changes in
Political Milieu 104.754 15.507 5 8
Impact of ‘Changes in
Global Scenario 42.00191 15.507 5 8
Impact of Changes in the
Natural Settings 101.0197 15.507 5 8
Impact of all the above on
Individual performance 31.32316 15.507 5 8
Impact of all the above on
Organizational
Performance
26.99268 15.507 5 8
Source: Field survey CWA: Cumulative Weighted Average
Chi-square test is applied for research data to further reinforce the meaningful
interpretation; the same are presented against the demographic factor. From the above
table �� cal is greater than �� table value, at 12 d o f and 5% level of significance;
Hence HO is rejected for the elements represented. Hence we can conclude that these
elements have influence over Revolutionary Changes on Organisation Development.
Table 6.19: Intensity of Revolutionary Changes on Organisation Development-
Income wise
Income
Element < 20 K
21K to
30K
31K to
40 K >40 K CWA
Leaders Changing Themselves 2.59 2.64 2.58 2.96 2.69
Change Inspiration to Followers 2.57 2.57 2.47 3.02 2.66
Capabilities of Leader 2.56 2.64 2.53 2.96 2.67
Profound/Maximum Effect of
Leaders on Followers 2.53 2.45 2.57 2.98 2.63
Changes in the Organizational
Mission 2.53 2.50 2.57 2.98 2.64
Alignment of Strategy & New
Mission 2.55 2.57 2.57 2.97 2.66
Impact of
leadership on the organizational
Culture
2.54 2.43 2.58 2.98 2.63
Impact of Strategy on
Organizational Culture 2.53 2.45 2.57 2.98 2.63
Impact of Mission on
Organizational Culture 2.58 2.45 2.53 2.96 2.63
Impact on Societal Changes 2.56 2.45 2.55 2.95 2.63
Impact of Technological
Changes 2.50 2.41 2.60 2.97 2.62
Impact of Economic Policy
Changes 2.58 2.61 2.60 2.89 2.67
Impact of Changes in Political
Milieu 2.59 2.55 2.55 2.99 2.67
Impact of ‘Changes in Global
Scenario 2.53 2.57 2.58 2.95 2.66
Impact of Changes in the
Natural Settings 2.52 2.64 2.64 2.90 2.67
Impact of all the above on
Individual performance 2.62 2.64 2.57 3.02 2.71
Impact of all the above on
Organizational Performance 2.61 2.57 2.62 3.01 2.70
Average 2.56 2.54 2.57 2.97 2.56
Source: Field survey CWA: Cumulative Weighted Average
Status
The statements in the table speaks of the groundwork required to be completed by the
organization towards ushering change among employees, elements of the list contains
various preparatory efforts of the organization and the rankings by the employee
respondents to the same. The complete set of factors comprising the concept
‘Revolutionary Changes’ is exposed for respondent review and Table No 6.13 displays
the empirical data secured by the researcher through survey of sample size respondents.
Element wise and Income wise employee responses in terms of intensities are presented
which finally converge into CWA values for all elements and for all Income groups.
Leaders Changing Themselves arrived at by the survey indicates low to moderate
ranking by all Income groups. Change Inspiration to Followers Intensities arrived at by
the survey indicates low to moderate ranking by all Income groups. Capabilities of
Leader Intensities arrived at by the survey indicates low to moderate ranking by all
Income groups. Profound/Maximum Effect of Leaders on Followers arrived at by the
survey indicates low to moderate ranking by all Income groups. Changes in the
Organizational Mission Intensities arrived at by the survey indicates low to moderate
ranking by all Income groups. Alignment of Strategy & New Mission Intensities arrived
at by the survey indicates low to moderate ranking by all Income groups. Impact of
leadership on the organizational Culture Intensities arrived at by the survey indicates
low to moderate ranking by all Income groups. Impact of Strategy on Organizational
Culture Intensities arrived at by the survey indicates low to moderate ranking by all
Income groups. Impact of Mission on Organizational Culture Intensities arrived at by
the survey indicates low to moderate ranking by all Income groups. Impact on Societal
Changes Intensities arrived at by the survey indicates low to moderate ranking by all
Income groups. Impact of Technological Changes Intensities arrived at by the survey
indicates low to moderate ranking by all Income groups. Impact of Economic Policy
Changes Intensities arrived at by the survey indicates low to moderate ranking by all
Income groups. Impact of Changes in Political Milieu Intensities arrived at by the
survey indicates low to moderate ranking by all Income groups. Impact of ‘Changes in
Global Scenario Intensities arrived at by the survey indicates low to moderate ranking
by all Income groups. Impact of Changes in the Natural Settings Intensities arrived at
by the survey indicates low to moderate ranking by all Income groups. Impact of all the
above on Individual performance Intensities arrived at by the survey indicates low to
moderate ranking by all Income groups. Impact of all the above on Organizational Performance
to moderate ranking by all Income groups.
Figure 6.10: Intensity of Revolutionary Changes on Organisation Development
Source: Field survey
Evaluation
All elements of the concept ‘Revolutionary Change
0
1
2
3
4
Intensity of Revolutionary Changes on Organisation Development
Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low
Intensity of Revolutionary Changes on Organisation Development-
CWA: Cumulative Weighted Average
volutionary Changes’ Secured Low to Moderate ranking by all Income groups.
Intensity of Revolutionary Changes on Organisation Development- Income wise
Intensities arrived at by the survey indicates low
Income wise
ranking by all Income groups.
< 20 K
21K to 30K
31K to 40 K
>40 K
CWA
Table 6.20: Chi-Square Intensity of Revolutionary Change Practices on Organisation
Development- Income wise
Element
Chi-square
computed
Value
Table
Value
Level of
Significance
Degree of
Freedom
Leaders Changing Themselves 18.42223 21.026 5 12
Change Inspiration to
Followers 25.34996 21.026 5 12
Capabilities of Leader 20.52432 21.026 5 12
Profound/Maximum Effect of
Leaders on Followers 24.40339 21.026 5 12
Changes in the Organizational
Mission 23.88362 21.026 5 12
Alignment of Strategy & New
Mission 21.3312 21.026 5 12
Impact of
leadership on the
organizational Culture
21.49384 21.026 5 12
Impact of Strategy on
Organizational Culture 24.40339 21.026 5 12
Impact of Mission on
Organizational Culture 25.89302 21.026 5 12
Impact on Societal Changes 24.87934 21.026 5 12
Impact of Technological
Changes 29.40135 21.026 5 12
Impact of Economic Policy
Changes 14.67334 21.026 5 12
Impact of Changes in Political
Milieu 21.34249 21.026 5 12
Impact of ‘Changes in Global
Scenario 20.44024 21.026 5 12
Impact of Changes in the
Natural Settings 17.42368 21.026 5 12
Impact of all the above on
Individual performance 22.15097 21.026 5 12
Impact of all the above on
Organizational Performance 22.67713 21.026 5 12
Chi-square test is applied for research data to further reinforce the meaningful interpretation; the
same are presented against the demographic factor. From the above table �� cal is greater than ��
table value, at 12 d o f and 5% level of significance; Hence HO is rejected for the elements
represented. Hence we can conclude that these elements have influence over Revolutionary
Change Practices on Organisation Development.
Intensity of Evolutionary Changes on Organisation Development - Age wise
Table 6.1-1 Table 6.1-2
Age Changing Management Practices Changing Organizational Policy
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 5 26 20 2 1 54 2.41 5 25 21 1 2 54 2.44
36-45 14 37 111 12 2 176 2.72 15 36 110 12 3 176 2.73
46-55 10 35 91 11 7 154 2.81 10 36 90 10 8 154 2.81
>55 2 2 25 21 7 57 3.51 1 3 26 20 7 57 3.51
Total 31 100 247 46 17 441 2.86 31 100 247 43 20 441 2.87
Table 6.1-3 Table 6.1-4
Age Organizational Structure Change Work Cultural Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 9 23 18 3 1 54 2.33 12 20 15 6 1 54 2.33
36-45 15 35 111 11 4 176 2.74 12 38 110 11 5 176 2.77
46-55 11 34 90 10 9 154 2.82 11 36 96 6 5 154 2.73
>55 2 2 24 20 9 57 3.56 2 1 20 22 12 57 3.72
Total 37 94 243 44 23 441 2.86 37 95 241 45 23 441 2.89
Table 6.1-5 Table 6.1-6
Age Changes in Skills & Abilities Shifting Individual Needs and Values
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 5 25 21 1 2 54 2.44 7 25 20 1 1 54 2.33
36-45 15 35 111 12 3 176 2.73 16 34 110 12 4 176 2.74
46-55 10 36 89 11 8 154 2.81 10 35 91 9 9 154 2.82
>55 2 2 26 20 7 57 3.49 2 1 25 21 8 57 3.56
Total 32 98 247 44 20 441 2.87 35 95 246 43 22 441 2.86
Table 6.1-7 Table 6.1-8
Age Changing Motivating Factors
Impact of the Above Changes on Individual
Performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 10 15 25 3 1 54 2.44 10 22 17 4 1 54 2.33
36-45 14 36 112 12 2 176 2.73 14 36 112 9 5 176 2.74
46-55 10 34 90 13 7 154 2.82 10 35 95 8 6 154 2.77
>55 1 3 25 21 7 57 3.53 1 2 22 21 11 57 3.68
Total 35 88 252 49 17 441 2.88 35 95 246 42 23 441 2.88
Table 6.1-9
Age
Above Changes on Organizational
Performance
1 2 3 4 5 Total CWA
25-35 4 27 21 1 1 54 2.41
36-45 14 36 112 11 3 176 2.73
46-55 11 34 90 10 9 154 2.82
>55 1 3 26 20 7 57 3.51
Total 30 100 249 42 20 441 2.87
Intensity of Evolutionary Changes on Organisation Development - Gender wise
Table 6.3-1 Table 6.3-2
Gender Changing Management Practices Changing Organizational Policy
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 92 124 185 13 8 422 2.34 89 127 181 14 11 422 2.36
Female 2 2 11 3 1 19 2.95 1 2 11 2 3 19 3.21
Total 94 126 196 16 9 441 2.64 90 129 192 16 14 441 2.79
Table 6.3-3 Table 6.3-4
Gender Organizational Structure Change Work Cultural Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 90 128 178 14 12 422 2.36 88 130 188 7 9 422 2.33
Female 1 2 11 3 2 19 3.16 2 3 10 3 1 19 2.89
Total 91 130 189 17 14 441 2.76 90 133 198 10 10 441 2.61
Table 6.3-5 Table 6.3-6
Gender Changes in Skills & Abilities Shifting Individual Needs and Values
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 86 122 173 27 14 422 2.43 95 125 179 12 11 422 2.33
Female 4 3 8 2 2 19 2.74 1 3 11 2 2 19 3.05
Total 90 125 181 29 16 441 2.59 96 128 190 14 13 441 2.69
Table 6.3-7 Table 6.3-8
Gender Changing Motivating Factors
Impact of the Above Changes on Individual
Performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 78 114 174 36 20 422 2.54 88 114 178 31 11 422 2.44
Female 2 2 9 2 4 19 3.21 2 1 13 1 2 19 3.00
Total 80 116 183 38 24 441 2.88 90 115 191 32 13 441 2.72
Table 6.3-9
Gender Above Changes on Organizational
Performance
1 2 3 4 5 Total CWA
Male 75 125 165 41 16 422 2.52
Female 1 4 10 2 2 19 3.00
Total 76 129 175 43 18 441 2.76
Intensity of Evolutionary Changes on Organisation Development - Education wise
Table 6.5-1 Table 6.5-2
EDUCATION Changing Management Practices Changing Organizational Policy
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 12 32 58 12 5 119 2.71 11 30 57 13 8 119 2.81
UG 12 24 60 10 6 112 2.77 10 23 59 11 9 112 2.88
PG 12 26 73 14 6 131 2.82 6 28 76 14 7 131 2.91
Prof 6 16 35 19 3 79 2.96 6 14 38 19 2 79 2.96
Total 42 98 226 55 20 441 2.82 33 95 230 57 26 441 2.89
Table 6.5-3 Table 6.5-4
EDUCATION Organizational Structure Change Work Cultural Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 11 32 52 14 10 119 2.83 8 32 56 15 8 119 2.86
UG 12 23 62 9 6 112 2.77 11 23 59 10 9 112 2.85
PG 9 31 77 8 6 131 2.78 6 28 76 13 8 131 2.92
Prof 5 11 43 18 2 79 3.01 5 13 41 16 4 79 3.01
Total 37 97 234 49 24 441 2.85 30 96 232 54 29 441 2.91
Table 6.5-5 Table 6.5-6
EDUCATION Changes in Skills & Abilities Shifting Individual Needs and Values
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
14 31 56 9 9 119 2.73 13 31 55 12 8 119 2.76
UG 13 24 64 6 5 112 2.70 13 25 67 4 3 112 2.63
PG 9 31 79 7 5 131 2.76 11 29 83 5 3 131 2.69
Prof 3 14 45 14 3 79 3.00 6 14 47 9 3 79 2.86
Total 39 100 244 36 22 441 2.80 43 99 252 30 17 441 2.74
Table 6.5-7 Table 6.5-8
EDUCATION Changing Motivating Factors
Impact of the Above Changes on Individual
Performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 15 35 61 5 3 119 2.55 24 39 51 4 1 119 2.32
UG 12 28 65 5 2 112 2.62 22 35 51 2 2 112 2.35
PG 11 25 85 7 3 131 2.74 13 32 77 6 3 131 2.65
Prof 6 16 41 14 2 79 2.87 4 18 42 12 3 79 2.90
Total 44 104 252 31 10 441 2.69 63 124 221 24 9 441 2.55
Table 6.5-9
EDUCATION Above Changes on Organizational
Performance
1 2 3 4 5 Total CWA
SSC 13 30 55 13 8 119 2.77
UG 10 23 60 10 9 112 2.87
PG 6 27 81 12 5 131 2.87
Prof 6 13 41 17 2 79 2.95
Total 35 93 237 52 24 441 2.86
Intensity of Evolutionary Changes on Organisation Development - Occupation wise
Table 6.7-1 Table 6.7-2
OCCUPATI
ON
Changing Management Practices Changing Organizational Policy
1 2 3 4 5 Total CWA 1 2 3 4 5 Tota
l CWA
Operation 76 95 84 21 11 287 2.29 73 101 88 17 8 287 2.25
Administrati
ve 16 27 31 9 5 88 2.55 11 32 36 5 4 88 2.53
Managerial 11 15 21 11 8 66 2.85 6 16 27 11 6 66 2.92
Total 168 217 199 51 27 441 2.56 90 149 151 33 18 441 2.57
Table 6.7-3 Table 6.7-4
OCCUPATI
ON
Organizational Structure Change Work Cultural Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 65 110 91 15 6 287 2.26 69 111 85 16 6 287 2.23
Administrati
ve 8 22 47 7 4 88 2.74 9 21 48 6 4 88 2.72
Managerial 4 18 33 5 6 66 2.86 5 14 34 7 6 66 2.92
Total 77 150 171 27 16 441 2.62 147 243 218 38 1
6 441 2.62
Table 6.7-5 Table 6.7-6
OCCUPATI
ON
Changes in Skills & Abilities Shifting Individual Needs and Values
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 74 91 88 23 11 287 2.32 74 95 85 21 1
2 287 2.31
Administrati
ve 15 33 29 7 3 87 2.43 14 27 33 9 5 88 2.59
Managerial 6 15 26 12 7 66 2.98 11 15 22 11 7 66 2.82
Total 95 139 143 42 21 440 2.58 162 217 203 51 2
9 441 2.57
Table 6.7-7 Table 6.7-8
OCCUPATI
ON
Changing Motivating Factors Impact of the Above Changes on Individual
Performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 75 93 86 24 9 287 2.30 65 111 90 15 6 287 2.25
Administrati
ve 16 29 32 7 4 88 2.48 8 22 46 7 5 88 2.76
Managerial 8 16 20 13 9 66 2.98 4 18 32 6 6 66 2.88
Total 99 138 138 44 22 441 2.59 138 244 226 37 1
7 441 2.63
Table 6.7-9
JOB Above Changes on Organizational Performance
1 2 3 4 5 Total CWA
Operation 61 110 91 14 11 287 2.32
Administrati
ve 8 21 45 7 7 88 2.82
Managerial 6 14 31 8 7 66 2.94
Total 75 145 167 29 25 441 2.69
Intensity of Evolutionary Changes on Organisation Development - Income wise
Table 6.9-1 Table 6.9-2
INCOME
Changing Management Practices Changing Organizational Policy
1 2 3 4 5 Total CWA 1 2 3 4 5 Tot
al
C
WA
27 40 66 13 8 154 2.58 25 47 59 16 7 154 2.5
6
< 20K 6 9 26 2 1 44 2.61 7 12 20 4 1 44 2.5
5
21K to 30K 9 14 22 5 3 53 2.60 12 12 21 4 4 53 2.5
5
31K to 40K 21 43 82 23 21 190 2.89 15 41 82 27 2
5 190
3.0
3
> 40K 63 106 196 43 33 441 2.67 59 112 18
2 51
3
7 441
2.6
7
Table 6.9-3 Table 6.9-4
INCOME
Organizational Structure Change Work Cultural Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Tot
al
C
WA
< 20K 27 47 55 14 11 154 2.58 25 48 57 13 1
1 154
2.5
9
21K to 30K 7 17 16 2 2 44 2.43 7 14 17 4 2 44 2.5
5
31K to 40K 4 18 27 3 1 53 2.60 5 19 25 3 1 53 2.5
5
> 40K 12 51 84 23 20 190 2.94 14 46 81 26 2
3 190
2.9
9
Total 50 133 182 42 34 441 2.64 51 127 18
0 46
3
7 441
2.6
7
Table 6.9-5 Table 6.9-6
INCOME
Changes in Skills & Abilities Shifting Individual Needs and Values
1 2 3 4 5 Total CWA 1 2 3 4 5 Total C
WA
< 20K 23 42 64 20 5 154 2.62 25 47 58 13 11 154 2.6
0
21K to 30K 6 11 22 3 2 44 2.64 5 15 17 5 2 44 2.6
4
31K to 40K 9 16 21 3 4 53 2.57 5 18 25 3 2 53 2.6
0
> 40K 20 35 81 29 25 190 3.02 15 46 80 26 23 190 2.9
8
Total 58 104 188 55 36 441 2.71 50 126 180 47 38 441 2.7
0
Table 6.9-7 Table 6.9-8
INCOME
Changing Motivating Factors Impact of the Above Changes on Individual
Performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Tot
al
C
WA
< 20K 25 51 56 11 11 154 2.56 26 47 57 13 1
1 154
2.5
8
21K to 30K 8 14 17 3 2 44 2.48 5 12 18 7 2 44 2.7
5
31K to 40K 6 21 20 4 2 53 2.53 5 19 24 3 2 53 2.5
8
> 40K 11 48 89 22 20 190 2.96 14 47 81 25 2
3 190
2.9
8
Total 50 134 182 40 35 441 2.63 50 125 18
0 48
3
8 441
2.7
2
Table 6.9-9
INCOME Above Changes on Organizational Performance
1 2 3 4 5 Total CWA
< 20K 22 42 66 19 5 154 2.63
21K to 30K 5 15 20 2 2 44 2.57
31K to 40K 9 15 22 4 3 53 2.57
> 40K 22 41 74 29 24 190 2.96
Total 58 113 182 54 34 441 2.68
Intensity of Revolutionary Changes on Organisation Development - Age wise
Table 6.11-1 Table 6.11-2
AGE Leaders Changing Themselves Change Inspiration to Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 8 22 21 2 1 54 2.37 10 15 25 3 1 54 2.44
36-45 15 37 111 12 1 176 2.70 14 38 111 11 2 176 2.71
46-55 12 33 91 11 7 154 2.79 10 34 90 13 7 154 2.82
>55 2 1 25 21 8 57 3.56 2 2 25 21 7 57 3.51
Total 37 93 248 46 17 441 2.86 36 89 251 48 17 441 2.87
Table 6.11-3 Table 6.11-4
AGE Capabilities of Leader Profound/Maximum Effect of Leaders on Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 4 25 23 1 1 54 2.44 7 24 21 1 1 54 2.35
36-45 14 36 113 10 3 176 2.73 16 34 110 12 4 176 2.74
46-55 14 28 91 12 9 154 2.83 9 36 90 9 10 154 2.84
>55 2 1 27 18 9 57 3.54 2 1 25 21 8 57 3.56
Total 34 90 254 41 22 441 2.89 34 95 246 43 23 441 2.87
Table 6.11-5 Table 6.11-6
AGE Changes in the Organizational Mission Alignment of Strategy & New Mission
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 6 25 21 1 1 54 2.37 8 23 19 2 2 54 2.39
36-45 14 38 112 9 3 176 2.71 14 38 109 13 2 176 2.72
46-55 11 34 88 12 9 154 2.83 9 37 90 10 8 154 2.81
>55 1 3 26 20 7 57 3.51 1 3 28 18 7 57 3.47
Total 32 100 247 42 20 441 2.86 32 101 246 43 19 441 2.85
Table 6.11-7 Table 6.11-8
AGE
Impact of
leadership on the organizational Culture Impact of Strategy on Organizational Culture
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 8 23 20 1 2 54 2.37 10 22 17 4 1 54 2.33
36-45 15 35 111 12 3 176 2.73 14 34 114 11 3 176 2.74
46-55 9 37 89 10 9 154 2.82 10 35 95 8 6 154 2.77
>55 2 3 25 20 7 57 3.47 1 1 23 20 12 57 3.72
Total 34 98 245 43 21 441 2.85 35 92 249 43 22 441 2.89
Table 6.11-9 Table 6.11-10
AGE Impact of Mission on Organizational Culture Impact on Societal Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 8 24 19 2 1 54 2.33 6 23 22 2 1 54 2.43
36-45 15 32 114 11 4 176 2.76 15 35 112 11 3 176 2.73
46-55 10 36 90 8 10 154 2.82 12 30 90 12 10 154 2.86
>55 1 1 24 22 9 57 3.65 1 1 26 17 12 57 3.67
Total 34 93 247 43 24 441 2.89 34 89 250 42 26 441 2.92
Table 6.11-11 Table 6.11-12
AGE Impact of Technological Changes Impact of Economic Policy Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 9 16 24 4 1 54 2.48 11 14 26 2 1 54 2.41
36-45 16 36 112 10 2 176 2.69 12 40 112 10 2 176 2.72
46-55 12 32 92 11 7 154 2.80 10 34 90 13 7 154 2.82
>55 2 1 26 20 8 57 3.54 2 2 24 22 7 57 3.53
Total 39 85 254 45 18 441 2.88 35 90 252 47 17 441 2.87
Table 6.11-13 Table 6.11-14
AGE Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 8 21 18 2 5 54 2.54 12 15 23 3 1 54 2.37
36-45 15 36 110 13 2 176 2.72 10 42 109 12 3 176 2.75
46-55 11 37 90 10 6 154 2.76 11 33 91 12 7 154 2.81
>55 1 1 25 21 9 57 3.63 1 2 22 24 8 57 3.63
Total 35 95 243 46 22 441 2.91 34 92 245 51 19 441 2.89
Table 6.11-15 Table 6.11-16
AGE Impact of Changes in the Natural Settings Impact of all the above on Individual performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
25-35 10 13 28 2 1 54 2.46 6 25 21 1 1 54 2.37
36-45 11 41 111 11 2 176 2.73 14 31 113 14 4 176 2.79
46-55 10 34 90 13 7 154 2.82 9 35 92 8 10 154 2.84
>55 2 1 24 22 8 57 3.58 2 2 21 21 11 57 3.65
Total 33 89 253 48 18 441 2.90 31 93 247 44 26 441 2.91
Table 6.11-17
AGE Impact of all the above on Organizational Performance
1 2 3 4 5 Total CWA
25-35 8 16 27 2 1 54 2.48
36-45 13 39 111 12 1 176 2.71
46-55 11 33 90 12 8 154 2.82
>55 1 2 23 21 10 57 3.65
Total 33 90 251 47 20 441 2.92
Intensity of Revolutionary Changes on Organisation Development - Gender wise
Table 6.13-1 Table 6.13-2
GENDER Leaders Changing Themselves Change Inspiration to Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 86 99 174 46 17 422 2.55 78 114 174 35 21 422 2.54
Female 2 3 10 3 1 19 2.89 2 4 9 3 1 19 2.84
Total 88 102 184 49 18 441 2.72 80 118 183 38 22 441 2.69
Table 6.13-3 Table 6.13-4
GENDER Capabilities of Leader Profound/Maximum Effect of Leaders on Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 81 112 185 33 11 422 2.48 81 115 184 31 11 422 2.47
Female 2 2 12 1 2 19 2.95 2 2 12 1 2 19 2.95
Total 83 114 197 34 13 441 2.71 83 117 196 32 13 441 2.71
Table 6.13-5 Table 6.13-6
GENDER Changes in the Organizational Mission Alignment of Strategy & New Mission
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 95 125 179 12 11 422 2.33 86 129 185 11 11 422 2.36
Female 2 2 11 2 2 19 3.00 2 5 7 4 2 20 2.95
Total 97 127 190 14 13 441 2.67 88 134 192 15 13 442 2.66
Table 6.13-7 Table 6.13-8
GENDER
Impact of
leadership on the organizational Culture Impact of Strategy on Organizational Culture
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 93 124 185 11 9 422 2.33 92 125 181 13 11 422 2.35
Female 2 3 10 1 3 19 3.00 3 3 9 2 2 19 2.84
Total 95 127 195 12 12 441 2.67 95 128 190 15 13 441 2.60
Table 6.13-9 Table 6.13-10
Impact of Mission on Organizational Culture Impact on Societal Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 92 121 189 11 9 422 2.35 75 118 171 39 19 422 2.55
Female 2 4 11 1 1 19 2.74 3 2 8 4 2 19 3.00
Total 94 125 200 12 10 441 2.54 78 120 179 43 21 441 2.77
Table 6.13-11 Table 6.13-12
GENDER Impact of Technological Changes Impact of Economic Policy Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 89 109 185 29 10 422 2.44 89 128 181 13 11 422 2.36
Female 2 3 11 2 1 19 2.84 2 2 11 3 1 19 2.95
Total 91 112 196 31 11 441 2.64 91 130 192 16 12 441 2.65
Table 6.13-13 Table 6.13-14
GENDER Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 91 131 181 10 9 422 2.32 88 125 181 15 13 422 2.38
Female 2 3 10 3 1 19 2.89 2 2 11 2 2 19 3.00
Total 93 134 191 13 10 441 2.61 90 127 192 17 15 441 2.69
Table 6.13-15 Table 6.13-16
GENDER Impact of Changes in the Natural Settings Impact of all the above on Individual performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Male 78 114 174 35 21 422 2.54 90 128 178 14 12 422 2.36
Female 2 3 10 3 1 19 2.89 2 3 10 2 2 19 2.95
Total 80 117 184 38 22 441 2.72 92 131 188 16 14 441 2.65
Table 6.13-17
GENDER Impact of all the above on Organizational Performance
1 2 3 4 5 Total CWA
Male 87 131 179 14 11 422 2.36
Female 3 4 8 2 2 19 2.79
Total 90 135 187 16 13 441 2.58
Intensity of Revolutionary Changes on Organisation Development - Education wise
Table 6.15-1 Table 6.15-2
EDUCATION Leaders Changing Themselves Change Inspiration to Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 11 31 59 11 7 119 2.76 14 27 61 11 6 119 2.73
UG 14 21 63 9 5 112 2.73 12 24 62 10 4 112 2.73
PG 12 26 74 13 6 131 2.81 11 25 75 15 5 131 2.83
Prof 6 16 35 19 3 79 2.96 7 15 36 18 3 79 2.94
Total 43 94 231 52 21 441 2.82 44 91 234 54 18 441 2.81
Table 6.15-3 Table 6.15-4
EDUCATION Capabilities of Leader Profound/Maximum Effect of Leaders on Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 9 32 55 14 9 119 2.85 15 28 54 13 9 119 2.77
UG 11 22 60 10 9 112 2.86 14 21 61 9 7 112 2.77
PG 5 28 77 13 8 131 2.93 7 29 76 12 7 131 2.87
Prof 5 13 41 17 3 79 3.00 4 12 42 18 3 79 3.05
Total 30 95 233 54 29 441 2.91 40 90 233 52 26 441 2.87
Table 6.15-5 Table 6.15-6
EDUCATION Changes in the Organizational Mission Alignment of Strategy & New Mission
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 14 31 54 11 9 119 2.75 15 31 53 12 8 119 2.72
UG 13 24 63 7 5 112 2.71 12 26 65 6 3 112 2.66
PG 8 32 79 7 5 131 2.76 9 31 81 6 4 131 2.73
Prof 4 14 44 16 1 79 2.95 5 15 45 13 1 79 2.87
Total 39 101 240 41 20 441 2.79 41 103 244 37 16 441 2.75
Table 6.15-7 Table 6.15-8
EDUCATION
Impact of
leadership on the organizational Culture Impact of Strategy on Organizational Culture
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 15 33 56 9 6 119 2.65 13 29 61 11 5 119 2.71
UG 15 28 62 4 3 112 2.57 12 20 64 10 6 112 2.80
PG 14 32 79 4 2 131 2.60 12 26 76 10 7 131 2.80
Prof 5 16 44 9 5 79 2.91 6 14 36 19 4 79 3.01
Total 49 109 241 26 16 441 2.68 43 89 237 50 22 441 2.83
Table 6.15-9 Table 6.15-10
EDUCATION Impact of Mission on Organizational Culture Impact on Societal Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 11 32 58 11 7 119 2.76 15 27 56 12 9 119 2.77
UG 14 21 64 9 4 112 2.71 14 23 59 9 7 112 2.75
PG 14 25 75 12 5 131 2.76 8 29 77 11 6 131 2.83
Prof 5 17 34 19 4 79 3.00 3 13 43 17 3 79 3.05
Total 44 95 231 51 20 441 2.81 40 92 235 49 25 441 2.85
Table 6.15-11 Table 6.15-12
EDUCATION Impact of Technological Changes Impact of Economic Policy Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 12 29 62 12 4 119 2.72 17 41 56 3 2 119 2.43
UG 13 23 65 7 4 112 2.70 16 31 59 3 3 112 2.52
PG 12 27 79 7 6 131 2.76 19 32 68 8 4 131 2.59
Prof 6 12 36 18 7 79 3.10 8 19 34 13 5 79 2.85
Total 43 91 242 44 21 441 2.82 60 123 217 27 14 441 2.60
Table 6.15-13 Table 6.15-14
EDUCATION Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 13 31 55 12 8 119 2.76 15 35 61 5 3 119 2.55
UG 13 25 67 4 3 112 2.63 12 28 65 5 2 112 2.62
PG 11 29 83 5 3 131 2.69 11 25 85 7 3 131 2.74
Prof 6 14 47 9 3 79 2.86 6 16 41 14 2 79 2.87
Total 43 99 252 30 17 441 2.74 44 104 252 31 10 441 2.69
Table 6.15-15 Table 6.15-16
EDUCATION Impact of Changes in the Natural Settings Impact of all the above on Individual performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
SSC 13 30 54 14 8 119 2.78 13 30 55 13 8 119 2.77
UG 11 23 62 9 7 112 2.80 10 23 60 10 9 112 2.87
PG 7 26 83 10 5 131 2.85 6 27 81 12 5 131 2.87
Prof 5 12 43 16 3 79 3.00 6 13 41 17 2 79 2.95
Total 36 91 242 49 23 441 2.86 35 93 237 52 24 441 2.86
Table 6.15-17
EDUCATION Impact of all the above on Organizational
Performance
1 2 3 4 5 Total CWA
SSC 14 31 56 9 9 119 2.73
UG 13 24 64 6 5 112 2.70
PG 9 31 79 7 5 131 2.76
Prof 3 14 45 14 3 79 3.00
Total 39 100 244 36 22 441 2.80
Intensity of Revolutionary Changes on Organisation Development- occupation wise
Table 6.17-1 Table 6.17-2
OCCUPATION Leaders Changing Themselves Change Inspiration to Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 75 94 86 23 9 287 2.29 74 91 88 23 11 287 2.32
Administrative 15 29 32 8 4 88 2.51 13 31 35 6 3 88 2.49
Managerial 9 16 19 13 9 66 2.95 7 15 26 11 7 66 2.94
Total 165 217 204 54 22 441 2.59 94 137 149 40 21 441 2.58
Table 6.17-3 Table 6.17-4
OCCUPATION Capabilities of Leader Profound/Maximum Effect of Leaders on Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 69 106 89 16 7 287 2.25 69 111 85 16 6 287 2.23
Administrative 14 26 39 5 4 88 2.53 9 22 48 5 4 88 2.69
Managerial 7 17 28 9 5 66 2.82 5 16 33 7 5 66 2.86
Total 152 238 217 37 18 441 2.54 83 149 166 28 15 441 2.60
Table 6.17-5 Table 6.17-6
OCCUPATION Changes in the Organizational Mission Alignment of Strategy & New Mission
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 59 112 92 16 8 287 2.31 61 109 91 16 10 287 2.32
Administrative 6 23 47 8 4 88 2.78 8 21 47 6 6 88 2.78
Managerial 5 17 31 8 5 66 2.86 6 15 33 7 5 66 2.85
Total 124 247 231 40 20 441 2.65 75 145 171 29 21 441 2.65
Table 6.17-7 Table 6.17-8
OCCUPATION
Impact of
leadership on the organizational Culture Impact of Strategy on Organizational Culture
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 59 109 92 16 11 287 2.34 68 110 88 15 6 287 2.24
Administrative 8 19 48 7 6 88 2.82 8 21 49 6 4 88 2.74
Managerial 6 14 31 8 7 66 2.94 3 17 30 8 8 66 3.02
Total 126 237 232 39 28 441 2.70 79 148 167 29 18 441 2.66
Table 6.17-9 Table 6.17-10
OCCUPATION Impact of Mission on Organizational Culture Impact on Societal Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 75 94 86 23 9 287 2.29 64 109 91 16 7 287 2.28
Administrative 16 27 32 9 4 88 2.52 11 22 45 5 5 88 2.67
Managerial 9 16 19 13 9 66 2.95 6 16 31 7 6 66 2.86
Total 166 215 204 55 22 441 2.59 81 147 167 28 18 441 2.60
Table 6.17-11 Table 6.17-12
OCCUPATION Impact of Technological Changes Impact of Economic Policy Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 72 102 88 16 9 287 2.26 65 111 91 15 5 287 2.25
Administrative 11 33 37 4 3 88 2.49 8 22 47 7 4 88 2.74
Managerial 4 17 31 9 5 66 2.91 4 17 33 6 6 66 2.89
Total 155 237 213 36 21 441 2.55 77 150 171 28 15 441 2.63
Table 6.17-13 Table 6.17-14
OCCUPATION Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 73 102 88 16 8 287 2.25 69 111 85 16 6 287 2.23
Administrative 11 33 36 5 3 88 2.50 9 22 48 5 4 88 2.69
Managerial 5 16 27 12 6 66 2.97 5 15 34 6 6 66 2.89
Total 157 237 212 37 19 441 2.57 83 148 167 27 16 441 2.61
Table 6.17-15 Table 6.17-16
OCCUPATION Impact of Changes in the Natural Settings Impact of all the above on Individual performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
Operation 75 95 84 24 9 287 2.29 61 110 91 14 11 287 2.32
Administrative 13 27 33 10 5 88 2.63 8 22 45 7 6 88 2.78
Managerial 9 16 19 13 9 66 2.95 6 15 31 8 6 66 2.89
Total 163 217 201 58 23 441 2.62 75 147 167 29 23 441 2.67
Table 6.17-17
OCCUPATION
Impact of all the above on Organizational
Performance
1 2 3 4 5 Total CWA
Operation 75 93 86 24 9 287 2.30
Administrative 16 29 32 7 4 88 2.48
Managerial 8 16 20 13 9 66 2.98
Total 99 138 138 44 22 441 2.59
Intensity of Revolutionary Changes on Organisation Development - Income wise
Table 6.19-1 Table 6.19-2
INCOME Leaders Changing Themselves Change Inspiration to Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 25 41 65 18 5 154 2.59 23 49 61 13 8 154 2.57
21K to 30K 5 13 21 3 2 44 2.64 7 11 21 4 1 44 2.57
31K to 40K 9 14 23 4 3 53 2.58 12 13 22 3 3 53 2.47
> 40K 22 41 74 29 24 190 2.96 15 42 82 26 25 190 3.02
Total 61 109 183 54 34 441 2.69 57 115 186 46 37 441 2.66
Table 6.19-3 Table 6.19-4
INCOME Capabilities of Leader Profound/Maximum Effect of Leaders on Followers
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 26 49 56 12 11 154 2.56 24 49 62 13 6 154 2.53
21K to 30K 5 14 19 4 2 44 2.64 9 12 19 2 2 44 2.45
31K to 40K 6 20 22 3 2 53 2.53 12 12 20 5 4 53 2.57
> 40K 11 48 88 24 19 190 2.96 15 44 83 25 23 190 2.98
Total 48 131 185 43 34 441 2.67 60 117 184 45 35 441 2.63
Table 6.19-5 Table 6.19-6
INCOME Changes in the Organizational Mission Alignment of Strategy & New Mission
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 24 49 62 13 6 154 2.53 27 49 55 12 11 154 2.55
21K to 30K 8 11 21 3 1 44 2.50 6 14 19 3 2 44 2.57
31K to 40K 12 12 20 5 4 53 2.57 6 19 22 4 2 53 2.57
> 40K 18 42 79 28 23 190 2.98 11 48 87 24 20 190 2.97
Total 62 114 182 49 34 441 2.64 50 130 183 43 35 441 2.66
Table 6.19-7 Table 6.19-8
INCOME
Impact of
leadership on the organizational Culture Impact of Strategy on Organizational Culture
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 26 48 58 15 7 154 2.54 24 49 62 13 6 154 2.53
21K to 30K 9 12 19 3 1 44 2.43 9 12 19 2 2 44 2.45
31K to 40K 11 12 21 6 3 53 2.58 12 12 20 5 4 53 2.57
> 40K 20 40 78 28 24 190 2.98 15 44 83 25 23 190 2.98
Total 66 112 176 52 35 441 2.63 60 117 184 45 35 441 2.63
Table 6.19-9 Table 6.19-10
INCOME Impact of Mission on Organizational Culture Impact on Societal Changes
1 2 3 4 5 Total CWA 2 3 4 5 Total CWA
< 20K 27 47 55 14 11 154 2.58 27 48 55 13 11 154 2.56
21K to 30K 7 16 17 2 2 44 2.45 7 16 17 2 2 44 2.45
31K to 40K 5 19 26 2 1 53 2.53 5 18 27 2 1 53 2.55
> 40K 11 49 87 23 20 190 2.96 12 49 86 23 20 190 2.95
Total 50 131 185 41 34 441 2.63 51 131 185 40 34 441 2.63
Table 6.19-11 Table 6.19-12
INCOME Impact of Technological Changes Impact of Economic Policy Changes
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 24 51 61 14 4 154 2.50 27 40 66 13 8 154 2.58
21K to 30K 9 13 19 1 2 44 2.41 6 9 26 2 1 44 2.61
31K to 40K 12 12 18 7 4 53 2.60 9 14 22 5 3 53 2.60
> 40K 14 47 81 26 22 190 2.97 21 43 82 23 21 190 2.89
Total 59 123 179 48 32 441 2.62 63 106 196 43 33 441 2.67
Table 6.19-13 Table 6.19-14
INCOME Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 25 48 57 13 11 154 2.59 24 49 62 13 6 154 2.53
21K to 30K 7 14 17 4 2 44 2.55 6 14 19 3 2 44 2.57
31K to 40K 5 19 25 3 1 53 2.55 11 12 21 6 3 53 2.58
> 40K 14 46 81 26 23 190 2.99 12 49 86 23 20 190 2.95
Total 51 127 180 46 37 441 2.67 53 124 188 45 31 441 2.66
Table 6.19-15 Table 6.19-16
INCOME Impact of Changes in the Natural Settings Impact of all the above on Individual performance
1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA
< 20K 25 49 61 13 6 154 2.52 23 42 64 20 5 154 2.62
21K to 30K 5 11 24 3 1 44 2.64 6 11 22 3 2 44 2.64
31K to 40K 9 13 23 4 4 53 2.64 9 16 21 3 4 53 2.57
> 40K 22 42 82 21 23 190 2.90 20 35 81 29 25 190 3.02
Total 61 115 190 41 34 441 2.67 58 104 188 55 36 441 2.71
Table 6.19-17
INCOME Impact of all the above on Organizational Performance
1 2 3 4 5 Total CWA
< 20K 23 43 64 19 5 154 2.61
21K to 30K 6 12 23 1 2 44 2.57
31K to 40K 9 14 22 4 4 53 2.62
> 40K 19 37 82 27 25 190 3.01
Total 57 106 191 51 36 441 2.70