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MAHATMA EDUCATION SOCIETYS PILLAIS COLLEGE OF ARTS,COMMERCE & SCIENCE Dr.K.M.Vasudevan Pillais Campus, Sector-16, New Panvel
DECLARATION BY THE STUDENT I, Akshaykumar Chavan student of M Com Part-I Roll Number 1902 hereby declare that the project for the paper of Strategic Management titled, Management of Changesubmitted by me for the Semester-II during the academic year 201213, is based on actual work carried out by me under the guidance and supervision of Prof.Seema Somani I further state that this work is original and not submitted anywhere else for any examination.
Signature of Student
EVALUATION CERTIFICATE This is to certify that the undersigned have assessed and evaluated the project on Management of Change submitted by Akshaykumar Chavan student of M com Part-1. This Project is original to the best of our knowledge and has been accepted for Internal Assessment.
Internal Examiner
Prof: Seema Somani
External Examiner
Principal
PILLAIS COLLEGE Internal Assessment: Project 40 Marks Name of the student First Name: Akshaykumar Father Name: Nandkishor Surname:Chavan Class M COM PART I Division Roll number 1902
Subject: Strategic Management Topic for the Project: To Study Management of Change-L&T Marks awarded DOCUMENTATION Internal Examiner (Out of 10 Marks) External Examiner (Out of 10 Marks) Presentation (Out of 10Marks) Viva and Interaction (Out of 10 Marks) TOTAL MARKS(Out of 40) Signature
Acknowledgment
I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would also like to extend our sincere thanks to all of them. I are highly indebted to L&T for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I would like to express our gratitude towards our parents & member of L&T for their kind cooperation and encouragement which helped us in completion of this project. I would like to express our special gratitude and thanks to industry persons for giving us such attention and time. My thanks and appreciations also go to our colleague in developing the project and people who have willingly helped me out with their abilities. I specially appreciate Seema Mam for giving us this project which helped us to know more about the organiztion
success or failure. With globalization and advancement of technology, change management has become more important than ever before. Here we are going to take a look at why having an efficient change management strategy and process is so important for the success of any project or business.
The role of senior managers becomes crucial in driving through change and ensuring that firms are well placed with respect to their competitors. However, it is the case that in many resist change and in fact thwart change initiatives subsequent sections. This essay
examines the barriers to change by senior managers and discusses approaches to mitigate such resistance. The essay begins with a discussion n the role of senior managers as barriers to change and then outlines some approaches on how to get the senior managers on board for change. It goes without saying that he who rejects change is the architect of decay and the only human institution that rejects progress is the cemetery. With this axiom in mind, it is critical to understand that unless change is actively embraced, organizations in the 21st century risk obsolescence. To resist change is as basic as human nature and hence the change managers must adopt an inclusive approach that considers the personality clashes and the ego tussles. It is often the case that in large organizations, there tend to be power centers and fiefdoms and hence the issue of organizational change must address the group dynamics as well as the individual behavioral characteristics. Only by an understanding of the means by which managers can be brought on board can there be a foundation for suitable approaches. The approaches include a combination of pressure tactics and coordination instead of competition and cooption as well as cooperation. Change agents must realize that wherever possible, they must deal with consensual decision making and if that
is not possible, they must walk the talk and be firm in their approach. Managers at all levels have a tendency to resist change and in the high stakes game of change management, it is the ones that can articulate and communicate the change in a clear and coherent manner who succeed. In conclusion, change is the only constant in business and the landscape of the 21st century is littered with companies that have not adapted to the changing times.
have already had experience with. These consultants come in droves of hundreds and may either help their clients to take the necessary steps needed to grow, or to systematically handle the steps that are yet to come.
A Method of Control
Being ahead of the curve is an important step in that, so ensuring that a company has the latest systems and technology to keep track of what differences need to occur is a must. Most people in these fields are familiar with version control, and the name change management has been a new label. Companies have various areas where controls exist that are much like it. There are many requirements imposed on companies for keeping track of any differences in the system, and many companies are familiar with the processes and what is necessary to continue to maintain running smoothly.
Introduction of L&T
Larsen & Toubro Limited, also known as L&T, is an Indian multinational conglomerate headquartered in Mumbai, India The company has business interests in engineering, construction, manufacturing goods, information technology and financial services. L&T is India's largest engineering and construction company with a dominant presence in India's infrastructure, power, hydrocarbon, machinery, shipbuilding and railway sectors. In recent years, L&T has expanded its global presence and international projects contributed 9% of its overall order book for the 201011 period. Considered to be the "bellwether of India's engineering sector", L&T was recognized as the Company of the Year in 2010. L&T has featured four times in Forbes Fab 50 list of the best public companies in the Asia-Pacific region. In 2012, Forbes magazine ranked L&T the world's 9th most innovative company, ahead of Google and Apple Inc.
History
The company was founded in Mumbai in 1938 by two Danish engineers, Henning HolckLarsen and Sren Kristian Toubro. The company began as a representative of Danish manufacturers of dairy equipment. However, with the start of the Second World War in 1939 and
the resulting restriction on imports, the partners started a small workshop to undertake jobs and provide service facilities. Germany's invasion of Denmark in 1940 stopped supplies of Danish products. The war-time need to repair and refit ships offered L&T an opportunity, and led to the formation of a new company, Hilda Ltd., to handle these operations. L&T also started two repair and fabrication shops signalling the expansion of the company. The sudden internment of German engineers in India (due to suspicions caused by the War), who were to put up a soda ash plant for the Tatas, gave L&T a chance to enter the field of installation. In 1944, ECC was incorporated by the partners; the company at this time was focused on construction projects (Presently, ECC is the construction division of L&T). L&T decided to build a portfolio of foreign collaborations. By 1945, the company represented British manufacturers of equipment used to manufacture products such as hydrogenated oils, biscuits, soaps and glass. In 1945, the company signed an agreement with Caterpillar Tractor Company, USA, for marketing earth moving equipment. At the end of the war, large numbers of war-surplus Caterpillar equipment were available at attractive prices, but the finances required were beyond the capacity of the partners. This prompted them to raise additional equity capital, and on 7 February 1946, Larsen & Toubro Private Limited was born.
and systems, and is ISO 9001:2008 certified for design, development, manufacturing and servicing of hydraulic pumps, motors, cylinders, turning joints, hose assemblies, valve blocks, hydraulic systems and power drives as well as allied gear boxes.
L&T Finance
Larsen & Toubro financial services Financial Services is a subsidiary which was incorporated as a Non Banking Finance company in November 1994. The subsidiary has a spectrum of financial products and services for corporate, construction equipments etc. L&T Finance was able to withstand the market dynamics and adapt as per that. This is a new division after the company declared its restructuring L & T Mutual Fund is the mutual fund company of the L&T group. This company provides Mutual Fund schemes for investors in India.
Larsen & Toubro Infrastructure Finance
Larsen and Toubro Infrastructure Finance Company Limited was set up as a 100% subsidiary of L&T. It commenced its business in January 2007 upon obtaining Non-Banking Financial Company (NBFC) license from the Reserve Bank of India (RBI). As of 31 March 2008, L&T Infrastructure Finance has approved financing of more than a billion USD to select projects in the infrastructure sector. L&T Infrastructure Finance has received the status of "Infrastructure Finance Company" from the Reserve Bank of India within the overall classification of "Non-Banking Financial Company".
consumer goods sectors. Emerging areas include aerospace, railways and power and consumer electronics.
L&T Valves
L&Ts Valves Business Group markets valves manufactured by L&T's Valve Manufacturing Unit and L&T's joint ventures, Audco India Limited, India and Larsen & Toubro Valves Manufacturing Unit, Coimbatore as well as allied products from major international manufacturers. L&T's Valve Manufacturing Unit in Coimbatore manufactures industrial valves specifically for the Power Industry. L&T sells value-added flow control solutions to oil and gas, refining, petrochemical, chemical and power industries. L&T is a leading global supplier of industrial valves and customized solutions for major Refinery, LNG, GTL, Petrochemical and Power projects. L&T Valves Business Group has offices in the USA, South Africa, Dubai, Abu Dhabi, India and China, and strategic alliances with leading integrated valve distributors and agents in the major markets.
Change of Management
The Aditya Birla group had paid Rs 306.54 per share to acquire 10.05 per cent stake from Reliance and its group companies. A senior official of an insurance company, having large stake in L&T, said that all the six insurance companies and UTI would jointly decide on the action plan regarding the open offer. All of them own around 37 per cent in L&T. He pointed out that Reliance was able to fetch a high price of Rs 306.54 per share for its 10 per cent stake, as it might give the Aditya Birla group a strategic control in L&T. So, institutions could do the same bargain while offloading holdings. Also, to retain the bargaining strength, FIs and insurance companies would not allow the Aditya Birla group to take management control in L&T even if it manages to acquire the 20 per cent stake from the public. If this happens, Aditya Birla's stake will touch 34.15 per cent. Market sources said Birlas would be very happy by buying around 11 per cent, to be able to touch a 26 per cent equity holding in L&T. This will allow them to make creeping acquisition of 5 per cent every year. Six insurance companies own 26.53 per cent in L&T. Of them, LIC has the maximum holding, followed by New India Assurance (2.5 per cent) and General Assurance (2.25). In the mutual fund category, UTI holds the maximum of 10.34 per cent of paid up equity capital. The public holds around 31.68 per cent.
Overview
Driving innovation and growth in today's business environment requires focus on your organization and workforce capabilities. The ability to manage costs, drive productivity and gain a competitive advantage from the workforce is growing in importance and focus. Today's dynamic workforce is increasingly globally dispersed, multigenerational and multicultural. Effective management requires an integrated and consistent approach to help drive cost savings, efficiency, retention, quality, customer satisfaction and innovation.
Additionally, times of extended economic uncertainty require even more focus on specific areas of your workforce strategy. In order to position your organization for future success, you must differentiate high and low performers, stimulate social networking to create and leverage organizational knowledge of your globally dispersed workforce, promote the development of institutional knowledge, embrace flexible work environments, and enable leadership to guide individuals through the change.
Learning transformation:
Addresses the need to inspire and equip people in business to improve performance, skills and knowledge for the following results: aligning learning initiatives with organizational and business goals, developing learning strategies, and harnessing the power of technology to enhance learning and performance.
Organization design:
Organization design enables enterprises to align their organization with new or existing business models and strategies to maximize effectiveness by clarifying work responsibilities and redefining jobs and their relationships to one another (structure), governance mechanisms, and other organizational elements to drive new behaviour supporting strategic change and business results
Change management:
Change management is a proactive and systematic approach to deal with change from the perspective of an organization, a group, or at the individual level. Change management helps ensure that people impacted by the changes (technology) understand, accept and commit to changes; thereby mitigating risks and achieving long term benefits faster.
Business challenges
Business leaders are addressing many challenges and opportunities in today's growingly complex organizational environments, including:
Identifying and employing the right talent and workforce business strategy, including business model transformation, growth and innovation
Adopting optimal talent management practices to reflect the requirements of a changing workforce
Understanding and optimizing workforce performance through planning, development, collaboration and sophisticated performance management
Managing the transition to a new business environment while maintaining business productivity and competitiveness.
benefits. Hence, this is a very important reason for people and organizations to resist the changes introduced in the aftermath of the global financial crisis.