project for hrm

Chapter -1

An Introduction to Change

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

CHAPTER -1

AN INTRODUCTION TO CHANGE

___________________________________________________________________

1.1 INTRODUCTION

Change is inevitable in the history of any organisation. It is a necessary way of life

in most organisations. In fact, change is all around us – in the seasons, in social

environment and in biological process.

Organisations, which do not change or keep pace with the changing environment

suffer from entropy and soon become defunct. Organisations, which do not adopt change,

find it difficult or even impossible to survive. Organisations have an internal environment

but exist in external environment. The internal environment is in terms of tasks, structure,

technology, social (people) and economic variables, while the external environment is in

terms of larger social, political, economic and cultural factors. To function effectively,

organisations have to achieve equilibrium with in the internal variables in active

interaction with each other and also with an external environment. However, this

equilibrium is not static but dynamic.

1.2 DEFINITION

Change can be defined as an alternation in the existing field of forces, which tends

to affect the equilibrium.

Change refers to making things different.

MP-011893236Saroj Kumar Mishra

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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh1.3 NEED FOR CHANGE

Change is very much needed to succeed in the competitive world. So change is

required –

1. To reduce the cost of production.

2. To increase the profit.

3. To increase the employee turnover.

4. To reduce the role conflict.

5. For expansion and growth of the enterprises.

6. To improve the living and working standard of employees.

1.4 CHANGES CONFRONTING WORK ORGANISATIONS TODAY

A short list of changes is given below which confront work organisations today.

(a) Technological innovations have multiplied; products and know-how are fast

becoming obsolete.

(b) Basic resources have progressively become more expensive.

(c) Competition has sharply increased.

(d) Communication and computers have reduced the time needed to make decisions.

(e) Environmental and consumer interest groups have become highly influential.

(f) The drive for social equity has gained momentum.

(g) The economic independence among countries has become more apparent.

(h) Issue of Global warming forcing organisations for a sustainable development.

These and many other changes compel organisations to cope with the environment

and become more adaptive. If they do not adapt to the circumstances, they become extinct.


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh1.5 FORCES FOR CHANGE

Organisational changes are required to maintain equilibrium between

various external and internal forces to achieve organisational goals. More and more

organisations today face a dynamic and changing environment. This, in turn, is requiring

these organisations to adapt “change or die: is the rallying cry among today’s managers

worldwide.

EXTERNAL FORCES

Every organisation co-exists in some context. No organisation is an island in itself.

Each must continually interact with other organisations and individuals – the consumers,

suppliers, unions, shareholders, government and many more. Each organisation has goals

and responsibility related to other in its environment.

The present day environment is dynamic and will continue to be dynamic in social,

political, economic, technological and legal terms. The changes brought on the above may

result in organisational changes like major functions, production process, labour

management relations, nature of competition, economic constraints, organisation methods

etc. In order to survive, the organisation must change. Let us see in detail the external

forces for change.

(a) Technology: - Technology is a major stimulus for changes and has become

synonymous with economic progress. Mankind had made quantum leaps in living

standards and economic levels through the use of specific technologies in the past. Our

civilisation has gone through different phases of evolution in which technologies have

played major role. Technology has been responsible for bringing about major changes in

agriculture, health, transportation, communication and general industrial development to

varying degrees. We are entering a development phase in which our lives are getting


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhrevolutionised with the advent of science based technologies like genetic engineering,

super conductivity, bionics, optronics, micro-electronics, material sciences, artificial

intelligence, fizzy logics, etc.

When there is a change in technology in the organisation’s environment and other

organisations adopt the new technology, the organisation under focus becomes less cost

effective and its competitive position weakens. Therefore it has to adapt new technology.

When the organisation adopts a new technology, its work structure is affected and a new

equilibrium has to be established. For example, computers and automation have made

significant impact on organisational functioning, many jobs are reshaped. Work teams

whose members can perform multiple tasks are replacing individual doing narrow,

specialised and routine jobs.

(b) Competition: - Competition is changing. The global economy means that

competitors are as likely to come across the ocean. Since every organisation exports its

outputs to environment, an organisation has to face competition in the market. There may

be two types of forces, which may affect the competitive position of an organisation- other

organisations supplying the products, and buyers who are buying the products. Any

change in these forces may require suitable changes in the organisation.

(c) Economic issues: Tomorrow is essentially an extended trend line from

yesterday. That’s no longer true. With the sky shooting of current oil prices and rising

inflation world over, economic shocks have continued to impose on organisations. In

recent years, interest rates have become volatile and the economics of individual countries

have become more interdependent. When interest rates rise, the markets for new home

loans and refinancing declines.

(d) Social Changes: -Social changes reflect in terms of people’s aspiration, their needs

and their way of working. Social changes have taken place because of the several forces


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhlike level of education, urbanisation, feeling of autonomy and international impact due to

new information sources. These social changes affect the behaviour of people in the

organisation. Therefore, it is required to make adjustment in its working so that it matches

with people.

(e) Political and Legal Changes : - Political and legal factors broadly define the

activities which an organisation can accomplishing and the methods which will be

followed by it in accomplishing those activities. Any change in these political and legal

factors may affect the organisational operation. The fall of Berlin Wall, the reunification

of Germany, Iraq’s Invasion of Kuwait and the break up of the Soviet Union – all these

had brought major changes.

INTERNAL FORCES

It is not only the change in external factors which may necessitate organisational

change; any change in organisation’s internal factors may also necessitate change. Let us

see the internal forces for change.

(a) Nature of the Workforce: - Almost every organisation has to adjust to a

multicultural environment. Human resource policies have to be changed in order to attract

and keep more diverse workforce. And many companies have to spend large amounts of

money on training to upgrade reading, math, computers and other skills of employees.

(b) Change in Managerial Personnel: - Besides environmental changes, there is a

change in Managerial personnel. Old managers are replaced by new managers, which are

necessitated because of retirement, promotion, transfer or dismissal. Each new manager

brings his own ideas and way of working in the organisation. The relationships, more


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhparticularly informal ones, change because of change in managerial personnel. The result

is that an organisation has to change accordingly.

(c) Deficiency in Existing Organisation: - Sometimes, changes are necessary

because of deficiency in the present organisational arrangement and progress. These

deficiencies may be in the form of unmanageable span of management, large number of

managerial levels, lack of co-ordination between departments, obstacles in

communication, multiplicity of committees, lack of uniformity in policy decisions, lack of

co-operation between line and staff and so on.


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CHAPTER – 2

RESISTANCE TO CHANGE

2.1 INTRODUCTIONIntroduction of change is a highly complex process. The

uncertainties caused by the expected changes and disequilibrium, as a consequence of change, sometimes results in resistance to change. The resistance may result in decline in production, decrease in rates of turnover, absenteeism, strikes and so on. Resistance to change arises from individual’s problem rather than technical problem of change.

Generally resistance is always perceived as bad. In fact, there are two sides of resistance as a cost and as benefit.(a) Resistance as a Cost : Since all changes have some cost so it is the resistance to change. If people resist changing, the organisation may not be able to introduce new phenomena in order to adapt


Chapter -2Resistance to Change

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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhenvironmental requirement and its basic survival may be jeopardized. In fact, many organisations have been forced to abandon change programmes because of resistance to such programmes, or they have been forced to adapt alternative strategies, like shifting of the manufacturing plants at new locations, which costs much. Many companies have been forced to do so in the past.

(b) Resistance as Benefit : On one hand, resistance to change is a costly affair; on the other hand, it provides some benefits to the organisations and its change agent. Resistance by some members of the organisation provides an opportunity to the change agents to weigh the cons of introducing change more carefully. While introducing a change emphasises only its positive side, resistance to change emphasises on negative side. The reality lies in between. Resistance to change forces management to find out this reality which helps in managing change more effectively. Thus, resistance to change provides help in managing change in the following ways: -1. It may signal the need for more effective communication about the meaning and purpose of a change or need to rethink how a proposed change will affect the organisation and its members. 2. It also highlights the real inadequacies in the proposed change and suggests better ways for developing and introducing changes.3. It brings to the notice of the planners the likely difficulties in

the implementation of change. So resistance at least gives warning which if needed can lead to better implementation of

change.4. Resistance may bring to the attention of those involved in introducing change factors that are likely to disrupt the cultural fabric, or threaten core values of the groups.

2.2 FACTORS IN RESISTANCE TO CHANGEPeople tend to evaluate the effect of change individually but they

express it through group in collective form. Therefore, the reasons underlying resistance to change may be identified at these three levels.A. INDIVIDUAL RESISTANCE


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There are many factors operating at the individual level, which are responsible for resistance. Degree of force in resistance depends on how people feel about change. These feelings may be based either on reality or there may be emotional feeling towards the change. These feelings, either real or emotional, may be seen in the context of three types of factors.(a) Economic Factors :

People feel attached to the organisation for satisfying their needs and economic needs – psychological, job security, ect. – proceed over other needs. People may perceive that they will be adversely affected by the change in terms of their need satisfaction. They are:-

(i) Skill Obsolescence(ii) Fear of Economic Loss(iii) Reduced opportunity for Incentives

(b) Psychological FactorsPsychological factors are based on people’s emotions, sentiments

and attitudes towards change. These are qualitative and therefore, may be logical from people’s point of view but may be illogical from the change agent’s point of view. Major psychological factors responsible for resistance are as follows.

(i) Ego Defensiveness:(ii) Status Quo(iii) Low Tolerance for Change (iv) Lack of Trust in Change Agent(v) Fear of Unknown.

(c) Social Factors

People derive need satisfaction, particular social needs, through their mutual compatible interactions. They form their own social groups at the work place for the satisfaction of their social needs. To the extent the satisfaction of these needs is affected by a change, people resist it. The major social factors causing resistance to change are as follows:

(i) Desire to Maintain Existing Social Interaction


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(ii) Feeling of Outside Interference

B. GROUP RESISTANCE

People may perceive the likely impact of a change individually but they express it in the form of group response. Therefore, their evaluation is subject to the modification by group behaviour. Thus group itself becomes a source of resistance. The effect of group as a source of resistance may be analysed in term of nature of group dynamics and vested interests.

(a) Nature of Group Dynamics: Group dynamics refers to the force, which operate in a group determining behaviour of its members. These forces determine how effective a group would be in accepting or rejecting a change. The belongingness, attractiveness, attitudes, values, influence and group norms are the important nature of group dynamics.

(b) Vested Interests: In a group some members are appointed as a leader formally or informally due to their influence. These persons may use the group as a means for satisfying their own needs. These vested interests try to influence the group behaviour in the form of a uniform response to a change but based on their personal; interest.

C. ORGANISATIONAL INTEREST

Not only individuals and groups within organisation resist change even the organisation itself resist many changes because of certain reasons. Many organisations tend to stabilise at a particular level and if the change efforts are not brought, these organisation starts falling. The major reasons for organisational failure to change are as follows:

(a) Counting Past Success : Organisations have achieved success by following a particular set of management practices and past success stories, they become rigid to change and they hide failure to change in the guise of past success.


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh(b) Stability of System : The organisation may design a system and is stabilised with it and any change may be perceived a threat by the organisation itself. The organisation may not bring change easily because it is accustomed to a particular system.

(c) Resource Limitation: If the organisation is jot fully equipped with resource for meeting demands, it may not be possible for the organisation to bring necessary change.

(d) Sunk Cost : The assets acquired by the organisations can be used for specific period effectively. If the organisation is required change, it will like to compare the sunk cost of old programmes and new programmes.

(e) Interorganisational Agreements: The organisation interacts with its environment. It may enter into agreement with other organisations over certain aspects of working. Thus, if any change is to be incorporated the organisation has to take into account the wishes of other organisation too. It is not necessary that other organisations also agree with the change proposal.

Chapter – 3Profile of


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Bargarh Cement Works

CHAPTER – 3

PROFILE OF BARGARH CEMENT WORKS3.1 INTRODUCTION

The presently Bargarh Cement Works is located in the outskirt of Bargarh Town, Orissa. The factory originally set up as Hira Cement Factory around 35 years back. Later it was undertaken by Govt. of Orissa and was renamed as IDCOL Cement. Running successfully many years with excellence of quality and service, recently its been taken over by ACC – the cement giant and operating under the name of Bargarh Cement Works The factory procures its raw materials - Lime Stone mainly from Dunguri mines located around 40 km. away from Bargarh.

3.2 PRODUCTMP-011893236

Saroj Kumar Mishra13


ACC manufactures the following types of cement, in addition to which, it provides Bulk Cement and Ready Mix Concrete.

Ordinary Portland Cements

OPC 43 Grade

OPC 53 Grade

Blended Cements

Fly-ash based Portland Pozzolana Cement

Portland Slag Cement

ORDINARY PORTLAND CEMENTS

OPC 43 Grades

ACC Cement is the most commonly used cement in all constructions including plain and reinforced cement concrete, brick and stone masonry, floors and plastering. It is also used in the finishing of all types of buildings, bridges, culverts, roads, water retaining structures, etc. What is more, it surpasses BIS Specifications (IS 8112-1989 for 43 grade OPC) on compressive strength levels.

ACC Cement is marketed in specially designed 50 kg bags.

53GradeCement This is an Ordinary Portland Cement which surpasses the requirements of IS: 12269-53 Grade. It is produced from high quality clinker ground with high purity gypsum.

ACC 53 Grade OPC provides high strength and durability to structures because of its optimum particle size distribution, superior crystalline structure and balanced phase composition.

It is available in specially designed 50-kg bags.

At Bargarh Cement Works the ordinary Portland cement both 43 and 53 grade are produced. The present capacity of the factory is 0.96


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhmmt. The expansion of the production unit is at the terminal end after which the capacity of production of the factory will be 2.2 mmt.

3.3 INFRASTRUCTURE

The infrastructure of the factory spread through 1100 acres of land. The production process carried out in two furnaces and presently two more furnaces are under construction as expansion of the factory.

The factory has its own power generation and supply plant. Also there are permanent buildings provided to the employees for accommodation. Other facilities including school, children play area, hospital and other amenities for the employees are provided by the factory management.

3.4 RAW MATERIALS

The raw materials for production of cement are coal, slag, gypsum and lime stone. The raw materials procured by Bargarh Cement Works are different places. MCL (Mahanadi Coal Fields Ltd) supplies coal, slag is procured from Vizag , Andhra Pradesh, Gypsum from Rajasthan and Lime Stone is procured from Dunguri, which is around 40 Kms away from the BCW factory.

3.5 EMPLOYEES

There are approximately 400 permanent employee works in BCW. Apart from this, around 1500 contractual labours work on daily wage basis. These labourers are supplied by contractors.

3.6 ORGANISATIONAL OBJECTIVES . Company looks for meeting the demand with no

compromise on quality.

Company keeps in mind the customer satisfaction.

Treating all the employees of the organisation as a pan of the faculty itself allowing little scope for negligence.


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The Bargarh Cement Works is well-organised company in the cement production field and it is capable of achieving its desired goals. It also fulfils the social responsibilities. It follows and fulfils all the norms and guidelines that provided by the ACC governing body in Human Resource , Corporate Governance, Occupational Health and Safety.

3.7 HUMAN RESOURCES OF ACC

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ACC employees display a strong sense of loyalty to the Company and their special stellar qualities as ‘value-adding’ human capital are well known in the industry.

ACC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Company’s personnel policies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.

3.7.1 Recruitment

Recruitment in ACC is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and websites. A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as possible by incorporating


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tests of competence. In some cases, outside consultants are retained. All decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at the earliest thereafter.

3.7.2 Performance Management

The Company’s performance management system is in itself a benchmark that provides ample opportunities and motivational incentives to employees so as to reward and retain good talent within the Company. These incentives include Performance Linked Incentives, Good Work Awards, Letters of Appreciation, Special Increments, and Promotions, Nomination to external training programmes in India and abroad, public felicitation and appreciation. Some plants have Best Employee and Employee of the Month Awards and recognition. Competent employees and those who display aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation.

3.7.3 Training and Development

The company’s new Performance Management System incorporates a process called Competency Assessment and Training and Developmental Needs wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with Performance Appraisals. This is so that training needs can be assessed objectively. Training is imparted to take care of an individual’s career development as well as functional and skill enhancement. Competency and Development training inputs include Skill and general performance enhancement, communication skills and Career development. Functional training needs are identified and conducted by functional departments while Corporate HR organizes competency and developmental inputs.

3.7.4 Employee Welfare and Prerequisite

Employee welfare receives prime attention at ACC. The company


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has several schemes for general welfare of employees and their families. These cover education, healthcare, retirement benefits, loans and financial assistance and recreation facilities.

ACC townships have excellent schools that are often the best in the district. Education at these schools is subsidized for employees’ wards. ACC offer attractive scholarship allowances for children studying at places away from their parents, merit scholarships for outstanding children and financial assistance for employees’ children to pursue higher professional education.

Liberal medical benefits are made available to employees and their family members by way of reimbursements towards normal medical treatment, domiciliary treatments and special sanctions for serious illness. Each of the townships has well-equipped health care centers with qualified medical staff and facilities, ambulance, referrals and tie-ups with reputed hospitals for specialised treatment. In addition, there are regular health checkups, camps and programmes.

Employees are eligible to apply for loans and financial assistance for various purposes such as purchase of assets, residential premises as well as a scheme that provides for supply of cement at subsidized rates to those building their own houses.

At the ACC cement plants and factories, employees are provided furnished and unfurnished accommodation based on their entitlements. At many locations, the employees are given free electricity, free water supply and free bus facility for nearby places and schools. These houses are well-maintained and periodically upgraded

3.7.5 Employee Satisfaction

In addition to periodic internal Employee Satisfaction Surveys, The company participate in Employee Satisfaction and Work Places Surveys conducted by reputed external agencies and organizations like Hewitt


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Associates Grow Talent. And from time to time, ACC has also retained reputed firms like Mercer and Boston Consulting Group to study our internal work environment and employee policies and suggest areas of improvement. We share below salient points of the latest survey of employees:

People are treated fairly regardless of religion and gender ACC is a safe place to work Management is competent in running business Employees feel good about what we do for society Proud to tell others I work here Management thinks positively

The overall findings show significant job satisfaction at all levels as also deep respect for the company, its performance management system and its overall business performance.

3.8 OCCUPATIONAL HEALTH & SAFETY

Occupational Health & Safety (OHS) is a vital part of ACC’s journey towards Sustainable development. Safety Audits are being carried out in ACC since 1995 by National Safety Council based on the 5 Star Auditing System of British Safety Council. There is a continuous effort to measure and improve Safety Management Systems to avoid accidents.

The company has an Apex Occupational Health & Safety Committee headed by the Managing Director. This committee oversees implementation of the Occupational Health & Safety policy Each of the plants and manufacturing units have Professional Doctors and medical facilities for continuous monitoring and observation of workplace hygiene and occupational health.

The following are some Occupational Health & Safety initiatives at the plants:


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Occupational Health & Safety brochures, signage, posters and mailers used extensively

Monthly Safety Gate Meetings held at all our plants. Safety Audit and TPM Audits carried out annually Safety Professionals meets twice a year to discuss and share

knowledge on Safety Statistics and implementation of safety measures at each unit.

Safety Observation Tours (SOT) conducted weekly by all line managers

Behavioural Safety Training programmes for workers at all plants

Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared across the company


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ORGANISATION CHART OF BARGARH CEMENT WORKS

HR DEPARTMENT

PLANT HEAD

Dy MgrSafety

DGM TechProject

DGM TechProcess

Dy MgrHR

oject)

Mgr Mech

Mgr Materia

ls

Mgr Finance

Mgr Mines

Dy Mgr HR(Corporate

Social Responsibilities)

Dy Mgr HR(Legal & Admin)

Asst Mgr HR(Time Office)

oject)

Officer HR(IR &

Welfare)

JO Establishmen

t

Asst MgrSecurity

Jr OfficerHR

Asst OfficerHR

Dy MgrHealth Services

oject)

Asst Officer(Shift Time

Keeper) Supervisor Supervisor Office Asst Asst Officer


Chapter - 4Research Methodology


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CHAPTER – 4

RESEARCH METHODOLOGY ________________________________________________4.1 INTRODUCTION

Research in common parlance to a research for knowledge, one can also define research as scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation.

According to Kerlinger, it is a systematic, controlled, empirical and critical investigation of hypothetical propositions about the presumed relations along natural phenomena.

4.2 NATURE OF PROBLEM

For any organisation in the world change is inevitable. It is a necessary way of life in most organisations. Organisations have to modify and change to adapt to the changing internal and external environment to maintain the equilibrium always to achieve the organisational goals and objectives.

4.3 NEED FOR THE STUDY

Organisations have to modify and change to achieve the goals and objectives. A systematic and positive approach to reduce resistance conquers all problems in implementing change.

In order to reduce the resistance to change, attempts to be made to make concerned people to understand why that particular change is needed and how helpful it will be for the organisation and in turn to them. A good stimulating organisational aspect such as learning organisation and innovative cultures will make the change issue simple and effective. So by practical survey, the analysis on the change issues carried out and ameliorations are recommended.


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh4.4 OBJECTIVES OF THE STUDY

(a) To study how to cope up with inevitable barrage of changes that confronts the industry daily in attempting to keep the industry current and viable.

(b) To study how to cope up with the changes arising in the key elements such as basic resources, competition, communication and computers.

(c) To study how to cope up with the changes proposed on the organisational elements such as structure, technology, physical setting and people.

(d) To know whether the employees and management are satisfied with the changes implemented or proposed.

4.5 SCOPE OF THE STUDY

The study has been conducted at Bargarh Cement Works, Bargarh. A total of around 400 permanent employees and 1500 contractual labourers are working in this plant. This study is limited to 50 employees (it covers the workmen, supervisor and Managers from different departments) selected at random.

4.6 ASSUMPTION OF THE STUDY

(a) All the employees are well aware of the changes implemented/proposed.

(b) All the employees are satisfied with the changes brought on.

(c) All are actively participating in change process.

4.7 DATA COLLECTIONThe following methodologies are adopted in the study for Data

collection The data collection is done from two sources: -

a) Primary sourcesb) Secondary sources


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarha) The Primary sources followed are: - i) Direct questionnaire method (Direct Oral method)

ii) Telephonic interview – interview with employees and the management to get information regarding various changes implemented and their outcomes.

b) The Secondary sources followed are: -i) Review the records and periodicals published by the factory

to extract information on implementation of various changes.

ii) Review of local newspaper to gather information on various

activities of the factory.

Primary data was collected by administering a structured questionnaire. Questionnaire consist total of 33 questions. Questionnaire was circulated amongst the employees, selected at random and their feedback was obtained. The data was tabulated. Also information was gathered through personal interview with middle level management and supervisors. Secondary data was collected from the company journal “ ACC Parivar” and local newspapers.

4.9 SAMPLING METHOD

Since all the respondents were known convenience sampling, which is a variant of random sampling method, has been used. All the 50 respondents have been selected as per the convenience in such a way that it represents the total population.

4.9 DATA ANALYSIS

The data collected was analysed by tabulation mainly determining the empirical distribution and calculating descriptive statistics.

The data analysed has been interpreted with help of tables and graphs. Findings, suggestions and conclusions are made on the basis of collected data.


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh4.10 LIMITATION OF STUDY

The following limitations of the study conducted on “Implementation of Managing Change”:

Sample size suggested is 50. Due to constraint of time and money, some sampling method

followed is convenient sampling but utmost care has been taken to represent all section of people.

Due to the personal or organisational reasons, some respondents may not speak openly on restricted issues/questions/areas.

Findings and study will be based on the assumption that respondents would divulge the correct information.

4.11 DIRECTION FOR FUTURE RESEARCH: As the Managing change is the corner stone of an organisation, the study of the topic is needed in other organisations like public sector, Government organisations and private sectors.


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Chapter -5Data Analysis

and Interpretation

CHAPTER – 5


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RESEARCH ANALYS_______________________

5.1 INTRODUCTION

This chapter mainly explains the analysis interpretation of information collected from the employees of Bargarh Cement Works , Bargarh with the objective to understand the various factors of changes and its effect on management and employees.

5.2 PROFILE OF RESPONDENTS

Total numbers of 50 respondents have been chosen for the study.

Table -1: Age of the respondents

Age Group Respondents Percentage

Up to 30 17 34

30-40 23 46

41 & above 10 20

Total 50 100Table -2 : Sex of the Respondents

Sex Respondents Percentage

Male 50 100

Female - -

Total 50 100Table – 3: Marital Status of the Respondents

Marital Status Respondents Percentage

Unmarried - -

Married 50 100

Widow - -

Widower - -

Total 50 100


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Table -4: Education of the Respondents

Educational Qualification Respondents Percentage

Under Graduate 08 16

Graduate & above 22 44

Professional 20 40

Total 50 100

Table – 5: Monthly Income of the Respondents

Monthly Income Rs Respondents Percentage

10,000-20,000 13 26

21,000-30,000 26 52

31,000 & above 11 22

Total 50 100

Inference

Most of the employees are above 31 years of age. 100 % are male, working in the company, 100% of employees are married. All of the employees are educated and most of them are graduate and professionally qualified. Employees have different slab of monthly income. Majority of the employees drawing monthly income payment between Rs 21,000 – 30,000.

5.3 ANALYSIS OF EMPLOYEES DECISION OF INFERENCES

A set of 33 statements of questionnaire distributed to 50 employees at random. Some of them personally interviewed. This questionnaire contains the different factors of changes and it covers three objectives of the study.

To know about changes on work environment- Climate Study. Participation /Communication Regarding Change


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Opinion Regarding Change.

Analysis and inference are made on the decision of respondents.

(A) TO KNOW ABOUT CHANGES ON WORK ENVIRONMENT – CLIMATE STUDY

Table – 6: How you Rate the Changes brought in the Organisational Structure

Rate Frequency Percentage

Excellent 10 20

Good 33 66

Average 07 14

Poor Nil Nil

Total 50 100

CHART -1 : CHANGE BROUGHT IN ORGANISATIONAL STRUCTURE

66%

14% 0% 20%EXCELLENT

GOOD

AVARAGE

POOR

Findings

The finding from the above table and graphical presentation suggests that the Changes brought in the Organisational Structure are good by majority.

Analysis

Out of 50 respondents selected for study, 10 of respondents said that the change brought in the organisational structure is excellent, 33 opined as good and 07 as average. There was no


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhopinion as poor. The percentage stood as excellent 20%, good 66%, average 14% and poor nil.

Inference From the above findings, the majority of employees feel that

the changes brought about in the organisational structure is good .The implementation of change or change procedure always started with the changes brought in the organisational structure, which makes a way to complete the process of implementation of change.

2. Table -7: The Change in Work Methods

Description Frequency Percentage

Excellent 11 22

Good 29 58

Average 10 20

Poor Nil Nil

Total 50 100

CHART -2 : THE CHANGES IN WORK METHODS

22%

58%

20% 0%EXCELLENT

GOOD

AVERAGE

POOR

Findings

The study revels that the change in work methods are good.

Analysis From the above table, 22% respondents thinks changes


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhbrought in work methods are excellent; a majority 58% rated it as good and 10% as average.

Inference

From the above analysis, the most of the employees agree that the changes brought on the work methods are good

3. Table – 8: The employees Participation on Change Programme


Willing and Real Participation 24 48

Formal/ Token Participation 19 38

Nil Participation / Rejection 7 14

Total 50 100

CHART-3: THE EMPLOYEE'S PARTICIPATION ON CHANGE

PROGRAMME

48%

38%

14%WILLING AND REALPARTICIPATION

FORMAL/TOKENPARTICIPATION

NIL PARTICIPATION/ REJECTION

Findings

From the data collected it is found that the employee participation on change programme is not encouraging though 48% of respondents participated in the programme.

Analysis

The above table reveals, though 48% of the respondents have willing and real participation, 38% respondents have token or formal participation; there is a rejection or nil participation by 14% of respondents.


30

A Study On Implementation Of Change In Bargarh Cement Works, BargarhInference

It is found from the above analysis that a majority of the respondents participated willingly in the implementation of the change in the organisation, where as 38% participated formally as a token participation. Still with the 14% of nil participation or rejection in the implementation in the change process is not an encouraging result.

4. Table – 9: How the Management obtains commitment from Employees for Change


Voluntarily 16 32

By Force/Convincing 21 42

Be Incentive based Persuasion 13 26

Total 50 100

CHART - 4: THE MANAGEMENT OBTAINS COMMITMENT FORM EMPLOYEES FOR CHANGE

38%

45%

17% VOLUNTARILY

BYFORCE/CONVINCING

BY INCENTIVEBASED PERSUATION

Findings

The above findings revels that the management obtains commitment from employees for change by adopting undemocratic means.

Analysis

When the question asked how the management obtains commitment from employees for change, the response was quite distributing. 32% of respondents agree that the employees commit it voluntarily, 42% opined as use of force or it is by convincing by


31

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhthe management, where as 26% say that the management uses incentive based persuasion to get the commitment form the employees for change.

Inference

The above analysis revels that majority of the employees believe that the management obtains commitment form the employees for change either by force or by convincing them. Incentive based persuasion and voluntary commitment come as second and third opinion respectively.

5. Table – 10: Changes in Social Factors


Excellent 24 48

Good 18 36

Average 08 16

Poor Nil Nil

Total 50 100

CHART- 5:THE CHANGES IN SOCIAL FACTORS

48%

36%

16% 0%EXCELLENT

GOOD

AVERAGE

POOR

Findings

The changes brought in the social factors are rated as very good.

Analysis The response regarding the change in social factor was very


32

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhencouraging with 48% of respondent rate it as excellent. 36% and 16% rate it as good and average respectively.

Inference

It is clear from the above data and the analysis that the change brought about in the social factors are excellent. That means the management has tired hard to bring changes in social factors and has succeeded up to an extent also.

6 . Table – 11: The Change in Technology


Excellent 16 32

Good 25 50

Average 9 18

Poor Nil Nil

Total 50 100

CHART-6: THE CHANGES IN TECHNOLOGY

32%

50%

18% 0% EXCELLENT

GOOD

AVERAGE

POOR

Findings

The finding revels that the changes brought on technology are satisfactory.

Analysis As far as the changes in technology in the factory, a majority

pf 50% respondent feel that it is good, 32% think it is excellent and 18% rate it as average.


33

A Study On Implementation Of Change In Bargarh Cement Works, BargarhInference

So the changes brought in the technology in the factory are satisfactory as majority of the respondent - 50% feel that it is good as per the analysis above.

7. Table – 12: Negotiation Regarding Change by Management

Decision Frequency Percentage

Excellent 12 24

Good 21 42

Average 17 34

Poor Nil Nil

Total 50 100

CHART-7 : NEGOTIATION REGARDING CHANGES BY MANAGEMENT

24%

42%

34%

0%EXCELLENT

GOOD

AVERAGE

POOR

Findings

The negotiation regarding change by the management was quite well negotiated.

Analysis The above table indicates that 24% of the respondents

admitted that the negotiation regarding change are excellent, 42% respondents say that it is good and 34% respondents say that it is average.

Inference


34


From the above findings, most of the employees feel that the negotiation regarding change is good. Though 24% agreed that it is excellent, the management has to work out in this area as 34% rated it is as average.

8. Table – 13: The Changes brought on Wage Structure


Fully Satisfied 11 22

Satisfied 35 70

Not Satisfied 04 08

Total 50 100

CHART - 8: THE CHANGES BROUGHT ON WAGE STRUCTURE RELATED TO NATURE OF WORK

22%

70%

8%

FULLY SATISFIED

SATISFIED

NOT SATISFIED

Findings

The changes brought on wage structure related to nature of work are found more than satisfied by the respondents.

Analysis

Out of 50 respondents, an encouraging figure with 70% respondent are agreed with that they are satisfied with the changes brought on wage structure, 22% said that they are fully satisfied, whereas as in every organisation 8% expressed their dissatisfaction on the changes brought on wage structure.

Inference

It can be inferred that the majority of employees feel that the changes brought on the wage structure is satisfied and 22% said


35

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhthey are fully satisfied. Though 8% expressed their dissatisfaction on the issue, still it is an encouraging figure for the management.

9. Table – 14: The Changes on Incentive Schemes

Very Attractive Frequency Percentage

Strongly Agreed 17 34

Moderately Agreed 28 56

Moderately Disagreed

05 10

Strongly Disagreed Nil Nil

Total 50 100

CHART - 9: THE CHANGES ON INCENTIVE SCHEMES ARE VERY ATTRACTIVE

34%

56%

10% 0% STORNGLY AGREED

MODERATELYAGREED

MODERATELYDISAGREED

STORNGLYDISAGREED

Findings

Majority of the respondents agreed that the changes on incentive schemes are attractive.

Analysis

The table reveals that 34% of respondents strongly agreed that the changes on incentive schemes are very attractive. A majority 56% moderately agreed with the schemes, whereas 10% respondents moderately disagreed at this point.

Inference


36


Majority of the employees moderately agreed that the changes on incentive schemes are very attractive. Also the response as strongly agreed to the attractiveness of the change in incentive schemes are quite high which is a good news for the management in course of implementing change in the factory.

10. Table – 15: The Changes on Bonus Schemes


Fully Satisfied 12 24

Satisfied 34 68

Not Satisfied 4 8

Total 50 100

CHART-10: THE CHANGES IN BONUS SCHEME

68%

8%24%

FULLY SATISFIED

SATISFIED

NOT SATISFIED

Findings

Majority of the respondents feel that the Changes on Bonus Schemes are satisfactory.

Analysis

When the respondents were asked, what is their opinion about changes in the bonus scheme, 25% respondent’s response was fully satisfactory, 68% respondent’s response was satisfactory, but 8% respondent’s response was as not satisfied.

Inference


37


From this analysis, it can be deducted that the changes in bonus scheme was up to satisfactory level.

10. Table – 16: The Reward System is Attractive one

Attractive Frequency Percentage




4 8


Total 50 100

CHART-11: THE REWARD SYSTEM IS ATTRACTIVE ONE

38%

54%

8% 0%

STORNGLY AGREED

MODERATELY AGREED

MODERATELY DISAGREED

STORNGLY DISAGREED

Findings

It is found that the reward system is attractive one for the employees.

Analysis

38% of the respondents were strongly agreed that the reward system is attractive one, where as 54% were moderately agreed. Only 8% were moderately disagreed and nobody was strongly disagreed to the question whether the reward system is attractive.

Inference

From the above table and analysis, it can be found that majority of the employees agreed that the reward system brought


38

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhby the management is attractive. Only a few of them moderately disagreed with the system. The overall rating is in the favour of the management which is good for the factory to implement change in it.

11. Table – 17: Manipulation and Co-optation of Management towards Change


Always 6 12

Sometimes 8 16

Rarely 9 18

Not at all 27 54

Total 50 100

CHART-12: MANIPULATION AND CO-OPTATION OF THE MANAGEMENT TOWARDS CHANGE

12%

16%

18%

54%

ALWAYS

SOMETIMES

RARELY

NOT AT ALL

Findings

From the study above, it is found that there is minimum or nil manipulation and co-optation of management towards change.

Analysis

From the above table, 16% respondents say that the management adapts manipulation and co-optation to overcome resistance is sometimes, 24% respondents say it is rarely, where as only 12% respondents say that it is always. But a majority of


39

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhrespondent say that the management not at all adapt this method to overcome resistance to change.

Inferences

From the above analysis, it can be inferred that the management adapts the manipulation and co-optation sometimes to overcome resistance. This affects relationships between management and employees

12. Table -18: The Management uses coercion methods in implementing changes.

Coercion Method Frequency Percentage

Always 06 12

Sometimes 08 16

Rarely 09 18

Not at all 27 54

Total 50 100

CHART-13: THE MANAGEMENT USES COERCION METHODS IN IMPLEMENTING CHANGE

12%

16%

18%

54%

ALWAYS

SOMETIMES

RARELY

NOT AT ALL

Findings

The findings revels that the management seldom or never uses coercion methods in implementing changes.

Analysis

From the above table, 54% respondents say that the management does not adapt Coercion methods for implementing


40

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhchanges. 16% respondents say that management adapts sometimes and 18% respondents say that it adapts rarely, where as 12% say it’s always the management uses as a tool to handle resistance to change.

Inferences The above finding clearly shows that the management does

adapt Coercion Methods sometimes in implementing change. By adapting threats of transfer, loss of promotion, negative recommendation the management will not get amicable solution for implementing change.

B. PARTICIPATION /COMMUNICATION REGARDING CHANGE.

1. Table – 19: How is Policy for Change formulated?


In a Participatory /Democratic manner

14 28

By Management alone 32 64

By External Expert tied for the purpose

04 08

Total 50 100

CHART - 14: HOW THE PLOICY FOR CHANGE IS FORMULATED

28%

64%

8%IN A PARTICIPATORY /DEMORATIC MANNER

BY MANAGEMENTALONE

BY EXTERNAL EXPERTTIED FOR THEPURPOSE

Findings

From the finding it’s Indicate that the policy for change is formulated mostly by the management alone.


41

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh Analysis

The above table reveals, 64% of the respondents said that the policy for change is formulated by management alone, only 08% respondents said by external experts tied for the purpose whereas 28% respondents said that in a participatory / democratic manner.

Inference

Majority of employees admitted that management alone formulates the policy for change. This type of attitude of management will demotivate and frustrate the employees. It will yield better result if the policy for change is formulated with the participation of all concern

2. Table -20: Level of Awareness Regarding Changes


High 14 28

Moderate 32 64

Nil 04 08

Total 50 100

CHART -15 :THE LEVEL OF AWARENESS REGARDING CHANGE

28%

64%

8%

HIGH

MODERATE

NIL

Findings


42


The above findings revels that the level of awareness regarding change among employees is just moderate.

Analysis

Out of 50 respondents, the levels of awareness regarding change of 28%respondents are high and a majority 64% having moderate awareness .Where as 08% respondents know nothing about the changes in the factory.

Inference

From the above analysis, majority of the employees know about the changes implemented/ proposed in the company. Therefore it can be concluded that the awareness among employees is quite high.

3. Table 21: Awareness about futures /options of your company


Having Knowledge about futures/ options

23 46

No Knowledge about futures/ options

27 54

Total 50 100

CHART - 16: AWARENES ABOUT FUTURES / OPTIONS OF YOUR COMPANY

46%

54%

HAVINGKNOWLEDGE

HAVING NOKNOWLEDGE

Findings


43


Majority of the employees have no knowledge in about the future of the company.

Analysis

The respondents were asked for the knowledge about futures/options. 46% respondents know about futures/options where as 54% respondents do not know about futures/options of the company.

Inference

The above finding shows the majority of employees do not know about the company’s futures/options. If they are informed it will encourage and motivate the members to take active part in the organisation.

4. Table-22: The group contact programme of Employees on Change issue.


Excellent 14 28

Good 32 64

Average 04 08

Poor Nil Nil

Total 50 100

CHART - 17: THE GROUP CONTACT PROGRAMME OF EMPLOYEES ON CHANGE ISSUES

28%

64%

8% 0% EXCELLENT

GOOD

AVERAGE

POOR

Findings


44


The response of employees in this case was good.

Analysis

When the respondents were asked, what their opinion about group contact programme is, 28% respondents responses were excellent, 64% respondent’s responses were good, where as 24% respondent’s responses were found average.

Inference

From this analysis, it can be deducted that the group contact programme of employees is up to satisfactory level. Many things about change can be made clear by this programme. The group contact offers some specific advantages. So there is a need of encouragement and support for the employee group contact programme from the management5. Table – 23: The Management’s Training Programme Related to Change as and when required.

Training Programme

Frequency Percentage

Excellent 16 32

Good 32 64

Average 02 04

Poor Nil Nil

Total 50 100

CHART - 18 : THE MANAGMENT'S TRAINING PROGRAMME RELATED TO CHANGE

32%

64%

0%4%EXCELLENT

GOOD

AVERAGE

POOR


45

A Study On Implementation Of Change In Bargarh Cement Works, BargarhFindings

The training programme related to change by management is found to be good as responded by the employees.

Analysis

The table reveals that 32% of the respondents admitted that the management’s training programme related to change is excellent, 64% respondents say that it is good and only 04% say that it is average. Inference

From the analysis, it is found that training programme in the company is satisfactory. The basic values of the employees can be changes by training. Adequate training will make them familiar with changes; its process and working.6. Table – 24: Management’s Psychological Counselling on Change Programme.

Psychological Counselling Frequency Percentage

Excellent 06 12

Good 32 64

Average 08 16

Poor 04 08

Total 50 100

CHART - 19 : MANAGMENT'S PSYCHOLOGICAL COUNSELING ON CHANGE PROGRMME

64%

8%16%

12% EXCELLENT

GOOD

AVERAGE

POOR


46

A Study On Implementation Of Change In Bargarh Cement Works, BargarhFindings

The finding of psychological counselling on change programme by the management was good.

Analysis

From the above table, 64% respondents said that the management’s counselling is good 16% said that it is average, 08% said it is poor. Only 12% respondents said it is excellent.

Inference

From the analysis, it can be deducted that the psychological counselling programme in the company is adequate for the employees. The management counsel majority of the employees. New skills, attitudes, and new relationships must be taught by psychological counselling, which creates receptive environment.

7. Table – 25: The Management’s Group Dynamics Training for Change Process.

Group Dynamics Training Frequency Percentage

Excellent 09 18

Good 36 72

Average 04 08

Poor 01 02

Total 50 100


47


CHART -20 : MANAGEMENT'S GROUP DYNAMIC TRAINING FOR CHANGE

18%

72%

8% 2% EXCELLENT

GOOD

AVERAGE

POOR

Findings

The management’s group dynamic training for change is found to be good in the study.

Analysis

The above table reveals that 72% respondents say that the management’s group dynamics training for change process is good. 18% say that it is excellent, 08% respondents say that it is average and only 2% respondents say that it is poor.

Inference

The above analysis shows that the management’s group dynamics training for change process is sufficient. The group dynamics training techniques build up the climate based on mutual trust and understanding so essential bringing organisational changes successfully.8. Table – 26: The Relationship between Management and Employees .

Relationship Frequency Percentage

Excellent 10 20

Good 35 70

Average 05 10

Poor Nil Nil

Total 50 100


48


CHART - 21: THE RELATIONSHIP BETWEEN MANAGEMENT AND EMPLOYEES

20%

70%

10% 0%

EXCELLENT

GOOD

AVERAGE

POOR

Findings

It is found that the relationship between management and employees are good.

Analysis

The above table reveals that 20% respondents said that the management and employees relationship is excellent. A majority 70% of the employees said that the relationship is good and 10% said it is average.

Inference

From the above analysis, it is found that there is a good relationship between management and employees. This is one of the factors to motivate the employees to take part in the change process. Such a good and cool atmosphere will increase the involvement of employees in the change programme.

9. Table -27: How do You Rate the Services of Change Agents

Services of Change Agent Frequency Percentage

Excellent 06 12

Good 20 40


49


Average 17 34

Poor 07 14

Total 50 100

CHART -22: HOW DO YOU RATE THE SERVICES OF CHANGE AGENTS12%

40%34%

14%EXCELLENT

GOOD

AVERAGE

POOR

Findings

The services of change agents were rated as good and average by majority of the employees.

Analysis

When the respondents were asked to rate the services of the change agents, 14% rated as poor, 34% rated as average, 40% rated as good and only 12% rated as excellent.

Inferences

From the above analysis, majority of employees feel that the services of change agents are good but a it only gives a hazy picture as equal number of respondents rated it as average. Change agents are the persons who plan and initiate change in the organisation and play mail role in bringing the desired change.

10. Table – 28: Facilitation and Support / Empathy of Management on Change.

Empathy Frequency Percentage

Excellent 05 10

Good 18 36

Average 20 40MP-011893236

Saroj Kumar Mishra50


Poor 07 14

Total 50 100

CHART-23: FACILITATION AND SUPPLY OF MANAGEMENT ON CHANGE

10%

36%40%

14%

EXCELLENT

GOOD

AVERAGE

POOR

Findings

The facilitation and supply of management on change is rated as average by most of the employees.

Analysis

The above table indicates, 40% of respondents say that the empathy of management on change is average, 36% say it is good, 10% say it is excellent and 15% respondents say it is poor.

Inferences

From the above analysis, it can be concluded that the facilitation and support of management on change process is moderate. Good facilitation and supportive efforts will smooth the process.

11. Table – 29: Do You Read Company Journals


Always 18 36

Sometimes 21 42

Rarely 09 18

Not at all 02 04


51


Total 50 100

CHART-24: DO YOU READ COMPANY JOURNALS

36%

42%

4%18%

ALWAYS

SOMETIMES

RARALY

NOT AT ALL

Findings

Most of the employees read the company journals casually and sometimes.

Analysis

The above table shows that 36% respondents read company journals always, 42% respondents read sometimes, 18% read rarely and 4% respondents do not read company journals at all.

Inferences

The above findings show that the majority of employees read the company journals. The company reveals a lot of information and make the employees aware of the things going on.

12. Table – 30: How much these Journals helpful to know about changes implemented /proposed in your company

Depth of Information Frequency Percentage

Comprehensive 08 16

Adequate 11 22

Little 23 46


52


Do not know 08 16

Total 50 100

CHART- 25: HOW MUCH THESE JOURNALS HELPFUL IN CHANGE ISSUE

16%

22%

46%

16%COMPREHENSIVE

ADEQUATE

LITTLE

DO NOT KNOW

Findings

The information in the journals published by the company regarding change is insufficient.

Analysis

As per the above table, 46% respondents admit that the information available about changes is little. 22% respondents say it is adequate and 16% say it is comprehensive. But 16% say that they do not know.

Inference

From the above findings, the majority of the employees feel that the information available about changes implemented/proposed in the company journals is insufficient. The relationship is strengthened by revealing full facts and findings to employees through journals.13. Table – 31: You feel like to have Union as Mediator for the Problem solving/negotiating .


Always 01 02

Sometimes 10 20


53


Rarely 24 48

Not at all 15 30

Total 50 100

CHART-26 : FEEL TO HAVE UNION AS MEDIATOR IN PROBLEM SOLVING

2%20%

48%

30% ALWAYS

SOMETIMES

RARALY

NOT AT ALL

Findings

The employees rarely feel to bring the union into the picture as problem solving mediator in the company.

Analysis

The table shows that 30% respondents do not like to have the union as the mediator for problem solving. Only 02% respondents like to have union always as a mediator. 20% respondents like to have sometimes and 48% like to have rarely.

Inference

The analysis clearly shows that the union does not have much influence among the employees. Without vested interests, effective and real role-playing union will solve many problems. Less interference of union is also good for both employees and management.

C. OPINION REGARDING CHANGE

1. Table -32: Is There Any Need for Change?

Need for Change Frequency Percentage


54


Yes 50 100

No Nil Nil

Total 50 100

CHART-27: IS THERE ANY NEED FOR CHANGE

NO0%

YES100%

YES

NO

Findings

It was a unanimous opinion of all respondents to have some changes in the company.

Analysis

Out of 50 respondents selected for study, 100% of respondents said that the change is needed.

Inference From the above findings, the majority of employees feel that

there is a need for change. Change is a necessary way of life in most of organisations. The organisations, which do not adopt to change, find it difficult or even impossible to survive. In fact change is all around us and in every individual personal life also. So change is very much needed.

2. Table -33: Where is Change Needed?

Change Needed in Frequency Percentage

Structure 07 14


55


Managerial Personnel 07 14

Work Ethics 22 44

Technology 14 28

Total 50 100

CHART- 28: WHERE THE CHANGE IS NEEDED ?

14%

14%

44%

28% STRUCTURE

MANAGERIALPERSONNELWORK ETHICS

TECHNOLOGY

Findings

Majority of the employees feel that there is changes needed in the work ethics of the company.

Analysis

From the above table, 14% respondents needed change in structure, 14% needed change in Managerial personnel, 44% needed change in work ethics and 28% needed change in technology

Inference

From the above analysis, the most of the employees are needed change in work ethics, though it also revels that there is a need for change in technology, structure and managerial personnel, the management has to look seriously into this matter.

3. Table -34: The Objectives of the Organisation are well defined


56






10 20


Total 100 100

CHART-29:OBJCTIVES OF THE ORGANISATION ARE WELL DEFINED

20%

60%

20%0% STORNGLY AGREED

MODERATELYAGREED

MODERATELYDISAGREED

STORNGLYDISAGREED

Findings

It is found that most of the employees agreed that the organisational objectives are well defined.

Analysis

The above table shows that, 80% respondents are agreed with the statement and only 20% of respondents are confused with the objectives.

Inference

From the above analysis, it is very clear that the majority of the employees understood the objectives of the organisation. In turn, they know their responsibility to achieve the organisational goals and objectives.

4. Table -35: Leadership is good in your company in the aspect of Change


57


Leadership is good Frequency Percentage




12 24


Total 50 100

CHART - 30: THE LEADERSHIP IS GOOD IN ASPECT OF CHANGE

34%

42%

24%0%

STORNGLY AGREED

MODERATELYAGREED

MODERATELYDISAGREED

STORNGLYDISAGREED

Findings

The leadership regarding changes in the company was rated well by the employees.

Analysis

The table reveals that 34% of respondents admitted that the leaders help to implement the changes and cooperative. 42% admitted that it is moderate, 24% respondents admitted that the employees are not getting help at the right time and that the leaders are not guiding the employees in the aspect of change.

Inference

Majority of the employees feel that leaders are not showing much interest in the process. It is found that there is no openness between leaders and workers. A capable leader reinforces a climate


58

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhof psychological support for change and he can use personal reasons for change.

5. Table – 36: How do you Rate the Communication System Regarding Change

Communication System Frequency Percentage

Excellent 8 16

Good 27 54

Average 15 30

Poor Nil Nil

Total 50 100

CHART- 31: HOW DO YOU RATE THE COMMUNICATION SYSTEM REGARDING CHANGE

16%

54%

30%0%

EXCELLENT

GOOD

AVERAGE

POOR

Findings

The communication system regarding change is good .

Analysis 54% of the respondents have rated the communication

system / pattern about change as good and 30% as average. Only 16% rated as excellent.

Inference

From the above table and analysis, it can be deducted that majority of the employees said that the communication system on change issue is not prompt and full. If employees receive the full facts and get any misunderstandings cleared op immediately, the


59

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhresistance will subside. Analysis shows that there is improvement required in the communication system.

6. Table -37: Vested Interest exists in the Organisation

Vested Interest Exist Frequency Percentage

Always 03 06

Sometimes 12 24

Rarely 29 58

Not at all -- --

Total 50 100

CHART- 32: VESTED INTEREST EXISTS IN THE ORGANISATION

12%

24%

58%

6% ALWAYS

SOMETIMES

RARALY

NOT AT ALL

Findings

The respondents believe that vested interest exists rarely in the organisation.

Analysis

From the above table, it can be seen that 58% respondents said the vested interest exist rarely and 24% respondents said it exists sometimes where as only 6% respondents said it exists always.

Inference

From these findings, it is very clear that the vested interests are not encouraged. Still it should be discouraged hundred percent.


60

A Study On Implementation Of Change In Bargarh Cement Works, BargarhThe formally/informally appointed leaders should see the merit of the change not their personal interest.

7 Table – 38: How do you Rate the Grievances Redressal System in the Company

Grievance Redressal System Frequency Percentage

Excellent 03 06

Good 24 48

Average 21 42

Poor 02 04

Total 50 100

CHART-33: GRIEVANCE REDRESSAL SYSTEM IN THE ORGANISATION

6%

48%42%

4%

EXCELLENT

GOOD

AVERAGE

POOR

Findings

The response was positive on grievance redressal system in the company.

Analysis

When the respondents were asked to rate the grievances Redressal system existing in the company, 42% respondents rated as average, 4% respondents rated as poor, 48% respondents rates as good and only 6% respondents rayed as excellent.

Inferences


61


From the above findings, it can be deducted that the majority of the employees are not happy with the existing Grievances Redressal System. A good Grievances Redressal System will solve many problems of the employees, which will build up good relationship between management and employees.

Chapter - 6Conclusions

and Ameliorations


62


CHAPTER – 6

CONCLUSIONS AND AMELIORATIONSBefore the takeover of BCW by ACC Ltd. in 2003, the factory

was known as IDCOL Cement and was regarded as state run “White Elephant”. It was instead of practicing the golden rule of entrepreneurship of profit maximisation without compromising with the quality of product and employee welfare / safety; it was indulged in fulfilling the political milieu of the ruling party, whoever in power in the state. There was a major labour unrest at the time when the factory has changed its ownership.

But with the change in ownership, the standard policies and norms of ACC

which are the key to success was to be implemented before any other changes to be

enforced.

OCCUPATIONAL HEALTH & SAFETY VISION

“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH ACC”

“NO HARM” means:No fatalities

No disabling InjuriesNo Lost Time Injuries


63


No Medical treatment InjuriesNo First Aid Injuries

No Occupational Illness

“ANYONE” means:Employees

Contractors personnel on siteReady-mix drivers on job

Third party contractors on siteVisitors to ACC site

OCCUPATIONAL HEALTH & SAFETY POLICY

The company manages the activities in a responsible manner to avoid causing any harm to the health and safety of the employees, contract personnel and visitors.

ACC apply Occupational Health & Safety standards and guidelines; provide the necessary resources, training and education and measure performance for continuous improvement.

FIVE CARDINAL RULES FOR SAFETY

1. Do not override or interfere with any safety provision nor allow anyone else to override or interfere with them.

2. Personal Protection Equipment (PPE) rules, applicable to a given task, must be adhered to at all times.

3. Isolation and Lock Out procedures must always be followed.

4. No person may work if under the influence of alcohol or drugs.

5. All the injuries and incidents must be reported.

The company’s journal “ ACC Parivar ” provides all activities and information taking place in the different plants and factories in India and overseas . It gives a complete picture of the company


64

A Study On Implementation Of Change In Bargarh Cement Works, Bargarhwhich enables the employees to stay current and up to date with the policies and activities formulated time to time.

6.1 CONCLUSION

As the plant was at a state of transfer from government hand to private party, there were lots changes to be brought in, right from the organisational structure to the work ethics, creating a different conducive work environment for the employees, implementing the corporate policies of ACC and spreading the basic principle of profit maximisation without compromising the quality of product, safety and welfare of the employees.

By going through the analysis and evaluations of the data of BCW, Bargarh and the above profile of ACC Ltd which explains the standard policies and norms, following conclusions are drawn.

Work environment in the company is not so conducive for the employees. The most of the policies for changes formulated by the management alone with minimum participation of the workers. Major changes and modifications are required in work ethics for smooth functioning of employees. Leaders are the person who plan and initiate changes and they are not showing much interest to motivate employees in the change process. Communication is not prompt and not communicating the full facts.

So, if the changes implemented on work environment are not satisfactory, this may demotivate the employees and in turn it effects on the performance and productivity of the organisation. Here, though the changes brought on work methods and organisational structure are good, still a lots of home work to be done by the management to implement the changes effectively and efficiently.

In the study, it is found that the management’s role towards implementing change is effective up to an extent for employees. Training, psychological counselling and group dynamics


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A Study On Implementation Of Change In Bargarh Cement Works, Bargarhprogrammes on change are effectively conducted by the management. The participation of employees in the change process is one of the main factor in which the management’s effort is good.

The services of change agents, who are the people to bring desired changes in the organisation, were not appreciated by the employees. Introducing change in the technology is good. The benefits and facilities extended to the employees are just average and not effective to motivate them. The changes in the existing facilities are not satisfying. The majority of the employees in the company are rated good to the changes implemented/proposed. 6.2 Suggestions / Observations / Conclusions

The following Ameliorations are recommended to management to make the change process effective and the resistance can be overcome.

The policy for change is to be formulated in a participatory/ democratic manner only with adequate participation /suggestion from employees.

Working conditions should be made conducive for the employees so that they feel happy and contribute more to the organisation.

Management is suggested to bring out good structural changes, which help in smooth functioning of employees. Organisational policies and procedures, departmentalisation, job design, job identification, span of control, coordination mechanism, power structure and flow of task are the elements of structure to be modified to make the employees comfortable in the structure so that the set organisational goals and objectives are achieved.

Leadership should take active step in change programme. A Leader should be a transformational leader who can use


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personal reason for change. He should reinforce a climate of psychological support and cooperation for change. He should understand the psychological needs of employeesj.

Management should support and encourage the group contact programme. Through group, the reason for change, benefits of change and how the benefits of change will share among organisation and its members can be made clear. The meaningful and continuous dialogue and free flow of information help people to understand the real picture of change and many misunderstandings may be avoided.

The source of resistance lies in misinformation or poor communication. Employees who are affected change need advance information about the reason for change, its nature, its planning time and the impact it is likely to have on the organisation and personnel. So, the management is suggested to communicate the full facts and get any misunderstanding cleared up, through one-on- one discussions, memos, group presentations or reports. When lines of communication are kept open, people can get the information they need as well as communicate their concerns.

The management should discourage the vested interest. Some persons may be appointed as group leader formally/informally by the group to lead for their betterment, whereas these leaders try to influence group behaviour in the form of a uniform response to a change not based on the merit of the change but based on their personal interest to satisfy their own needs.

The management should inform about the company’s futures/options. The employees like to know about the company’s plans, missions, goals and objectives. If these are informed, they will feel their importance in the organisation and


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it will boost their moral support to achieve the organisational goals.

Training is an important mechanism for worker development. The training programme conducted by the management is appreciated, it is suggested to conduct more training programme to employees as and when there is any change in the organisational elements. This will change the basic values of the employees. The employees should educate to become familiar with changes, its process and working. They must be taught new skills, helped to change attitudes and indoctrinate in new relationships. The training helps to develop the interpersonal and intrapersonal skills.

The counselling is an important mechanism to provide education on change to the employees. This helps in creating receptive environment in the organisation. Also its helps the employees in the personal life and work environment. The employees rated good to the psychological counselling programme conducted by management on change issues, still it is suggested to conduct more counselling programmes on this for its employees.

The management is suggested to adapt employee’s participation policies. The employee participation in policies /management is a very potent mechanism for all round growth of employees. Participation of employees in the organisational change issues gives a feeling of their importance. They feel the organisation need their opinion and ideas and the organisation is unwilling to go ahead without taking them in account. Employees directly affected by change should be given opportunity to participate willingly in the decision process. They should be brought in the scene of change process and should be explained the facts of changes.


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Management is suggested to have good relationship with the employees, which will make the employees to commit themselves voluntarily and publicly to take part effectively on the change issue. And they will feel free to express their own views for change.

Group Dynamic Training is a mechanism to train group members to recognise which processes are suitable to the tasks, what the results are and how members contribute. So management should conduct more Group Dynamics Training Technique such as role playing, psychodrama and sensitivity or T- group training. These techniques provide understanding of behaviour, which will build up the climate based on mutual trust, and understanding so essential for bringing organisational changes successfully.

Management is suggested to bring Technological changes in a planned and in phases. It is imperative to make the employees to understand the nature of technology and relevance of it to the organisation.

Change agents are the person who plans and initiate desired change in the organisation. The consultant should perform their role like diagnosis of the situation, planning strategy for change, intervening in the system for change and even the evaluation of the change efforts in the context of various outcomes effectively. The internal change advisors should perform their role like communicating the concepts and methods of various change techniques to managers, helping managers to develop appropriate behaviour and skills for change process.

The management should publish all information pertaining to change issues. Company journal is one of the medium to inform the employees about change implemented /posed.


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Management is suggested to frame wage structure related to nature of work. The commission should consider the factors like nature of work, level of responsibility, hardship and risk involved in carrying out task while framing wage structure. There won’t be any disparity in the pay scale. The change on wage structure should satisfy the employees, which leads to good management and employees’ relationship.

Reward/Award is one of the most effective factors of motivation. Management should appreciate its employees for good work. The management is suggested to bring changes on Reward/Award and monetary incentive schemes for the best job ones.

The management is suggested to offer facilitation and supportive efforts to employees. This involves extra training in new skills or simply listening and providing emotional support. And management can also smooth the change process by pointing out the personal benefits and giving employees time to adjust. The change can also be implemented in phases in an effort to minimise the upheaval.

Management should develop the Grievances Redressal mechanism for the employees. The employees can directly put their problems to the grievance cell, which will promote positive interaction with the trade unions. This mechanism helps in developing an effective communication between employees and management. An effective communication helps in bringing the good relationships avoids communication gap between the management and employees.

6.3 DIRECTION FOR FUTURE RESEARCH

Need for the Future ResearchChange is an un-ended process. When one change is implemented, the need for the other one develops. To cope up


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with this, always there is a need for research on continuous basis. And also for better implementation of change future Research is needed.

Further Research can be continued in the following factors as they are dynamic in nature and needs continuous attention. 1. Changing Structure2. Changing Technology3. Changing the Physical Setting

4. Changing People5. Stimulating Organisational Innovation

6. Creating a Learning Organisation


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Chapter -7Appendices

(Questionnaire AND BIBLIOGRAPHY)

CHAPTER – 7

APPENDICES_____________________________________________________________________

I. QUESTIONNAIRE


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Dear Sir / Madam

I am a student of MBA from Indira Gandhi National Open University. As a part of my curriculum, I have taken up “A STUDY ON IMPLEMENTATION OF CHANGE IN BARGARH CEMENT WORKS. BARGARH. I would be grateful if you could take out a few minutes of your busy schedule for answering few questions.

You are requested to give your rating by filling appropriate answer from the choice given in the questionnaire.

The information will be strictly used for project purpose only.

Thank You,Yours Faithfully.

PROFILE OF THE RESPONDENT1. Name2. Age

Male Female3. Marital Status Unmarried Married

Widow Widower4. Qualification

5. Designation

6. Nature of Work

7. Monthly Income (A) CLIMATE STUDY

1) How you rate the changes brought in organizational structure a) Excellent b) Goodc) Average d) Poor

2) The changes in work methodsa) Excellent b) Goodc) Average d) Poor

3) The employee’s participation on change Programme a) Willing & real participation


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b) Formal / Token participationc) Nil participation / rejection

4) The Management obtains commitment from employees for changea) Voluntarily b) By force/ convincingc) By incentive based persuasion

5) The change in social factorsa) Excellent b) Goodc) Average d) Poor

6) The change in Technologya) Excellent b) Goodc) Average d) Poor

7) Negotiation regarding change by Management a) Excellent b) Goodc) Average d) Poor

8) The changes brought on wage structure related to nature of work.

a) Fully Satisfied b) Satisfied

c) Not Satisfied

9) The changes on incentive schemes are very attractivea) Strongly agreed b) Moderately agreedc) Moderately disagreed d) Strongly disagreed

10) The change in bonus scheme

a) Fully Satisfied b) Satisfied

c) Not Satisfied

11) The reward system is attractive onea) Strongly agreed b) Moderately agreed


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c) Moderately disagreed d) strongly disagreed

12) Manipulation and co-optation of Management towards change a) Always b) Sometimesc) Rarely d) Not at all

13) The Management uses coercion methods in implementing changea) Always b) Sometimesc) Rarely d) Not at all

B. PARTICIPATION /COMMUNICATION REGARDING CHANGE

1) How is policy for change formulated?a) In a participatory / democratic mannerb) By management alonec) By external expert tied for the purpose

2) The level of awareness regarding changesa) High b) Moderate c) Nil

3) Awareness about futures/options of your companya) Having knowledge about futures/optionsb) No knowledge about futures/options

4) The group contact Programme of employees on change issues a) Excellent b) Goodc) Average d) Poor

5) The Management’s training Programme related to changes as and when required a) Excellent b) Goodc) Average d) Poor

6) Management’s psychological counselling on change Programme

a) Excellent b) Good


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c) Average d) Poor

7) The Management’s Group Dynamics Training for changea) Excellent b) Goodc) Average d) Poor

8) The relationship between Management and employeesa) Excellent b) Goodc) Average d) Poor

9) How do rate the services of change agentsa) Excellent b) Goodc) Average d) Poor

10) Facilitation and supply / empathy of management on changea) Excellent b) Goodc) Average d) Poor

11) Do you read company journals? a) Always b) Sometimes c) Rarely d) Not at all

12) How much these journals helpful to know about changes brought on / proposed in your company?

a) Comprehensive b) Adequate

c) Little d) Do not know

13) You feel like to have the union as the mediator for the problem solving / negotiation

a) Always b) Sometimesc) Rarely d) Not at all

C. OPINION REGARDING CHANGE1) Is there any need for change?

a) Yes b) No

2) Where is the change needed?a) Structure b) Managerial Personnel


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c) In work ethic d) In Technology

3) The objectives of the organization are well defined a) Strongly agreed b) Moderately agreedc) Moderately disagreed d) Strongly disagreed

4) Is the leadership is good in your company in the aspect of change?

a) Strongly agreed b) Moderately agreedc) Moderately disagreed d) Strongly disagreed

5) How do you rate the communication system regarding change?

a) Excellent b) Goodc) Average d) Poor

6) Vested interest exists in the organisationa) Always b) Sometimesc) Rarely d) Not at all

7) How do you rate the Grievances Redressal System in your Company?a) Excellent b) Goodc) Average d) Poor


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BIBLIOGRAPHY

1. Roger Plant – Managing Change and Making it Stick

2. BL Maheshwari and DP Sharma – Management of Change through HRD, 1991.

3. Udai Parekh – Implementation of Change in Organizations.

4. Stephen P Robbins – Organizational Behaviour.

5. SP Gupta – Statistical Methods.

6. CR Kothari – Research Methodology and Techniques.

7. “ACC Parivar”- the official journal of ACC .

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project for hrm

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