AURO UNIVERSITY

(INDIA)
The School of Management & Entrepreneur h!p
Ma ter of "u !ne A#m!n! trat!on

Mo#ule $hange Management

Seme ter%II "loc& ' (()*'%()*+)
Mo#ule ,ea#er M - ./ot! $han#0an!

AURO UNIVERSITY of 1o p!tal!t/ & Management

000-auroun!2er !t/-e#u-!n
"Change has a bad reputation in our society. But it isn't all bad not by any means. In fact, change is necessary in life to keep us moving ... to keep us growing ... to keep us interested . ... Imagine life without change. It would be static ... boring ... dull." r. ennis !'"rady in Bottom Line - Personal

"#verybody has accepted by now that change is unavoidable. But that still implies that change is like death and ta$es it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm." %eter rucker Management Challenges for the 21st Century (1999

CHANGE MANAGEMENT

Page (

AURO UNIVERSITY of 1o p!tal!t/ & Management

TA",E O3 $ONTENT SrNO* ( ' 8 + 5 7 9 : *) ** *( *' *8 *+ *5 *7 *9 *: Mar&e# A e ment E=pectat!on from Stu#ent R!ght of Stu#ent A Note on E>ual opportun!t!e Recommen#e# Rea#!ng .ournal Maga6!ne A !gnment at a glance ;ee& * ;ee& ( ;ee& ' ;ee& 8 ;ee& +
Page '

Top!c

4age No -

Intro#uct!on Metho#olog/ Organ!6!ng 4r!nc!ple & Value $o2erage & Depth ,earn!ng Outcome ;ee& 0! e che#ule of the <loc&

+ 5 7 9 : *8 *9 *: () () (* (( (( (' (+ (9 '* '+ 8)

CHANGE MANAGEMENT

AURO UNIVERSITY of 1o p!tal!t/ & Management

() (* (( (' (8 (+

;ee& 5 ;ee& 7 ;ee& 9 ?u!#el!ne of the 4ro@ect Sample 4ro@ect Mo#el Aue t!on 4aper

8' 85 87 8: ++ 77

Intro#uct!on
Change may be regarded as one of the few constants of recorded history. Often societys winners, both historically and contemporary, can be characterized by their common
CHANGE MANAGEMENT Page 8

AURO UNIVERSITY of 1o p!tal!t/ & Management

ability to effectively manage and exploit change situations. Management and change are synonymous, it is impossible to understand a ourney, for in man respects that are what change, are without first addressing the purpose of the trip, the route you wish to travel and with whom. Managing change is about handling the complexities of travel. !t is about evaluating planning and implementing operational, tactical and strategic ourney. Change has been studied and research for many years. "echnology, civilizations and creative through will maintain their ever#accelerating drive onwards. !t could be argued that a state of continuous change has almost become routing. Mangers, and the enterprises they serve, are they public or private service or manufacturing will continue to be udged upon their ability to effectively and efficiently manage a change. "he pace of change has increased dramatically. "he web is enabling globalisation to march on a pace. $haping the e ways we wor% and trade, while environmental pressures threaten the reliability of the physical supply chains that underpin globalization and the growth of china, !ndia and the &acific 'im (conomies. "he final cause of change in organisations is where the organisation tries to be ahead of the game by being proactive. )or example, where the organisation tries to anticipate problems in the mar%et place or negate the impact of worldwide recession on its own business, proactive change is ta%ing place. "o attribute change entirely to the environment would be a denial of extreme magnitude. "his would imply that organisations were merely bobbing about on a turbulent sea change, unable to influence or exercise direction. &ettigrew *+,-./ went to argue that changes within an organisation ale place both in response to business and economic events and to processes of management perception, choice and action. Management and change are synonymous0 it is impossible to understand a ourney, for in many respects that are what change is, without first addressing the purposes of the trip, the route you wish to travel and with whom. Managing change is about handling the complexities of travel. !t is about evaluating planning and implementing operational, tactical and strategic ourneys. "his module teaches us how to manage change effectively, organisations need to go through a process of identifying possible faults, loo%ing at alternatives to the current
CHANGE MANAGEMENT Page +

AURO UNIVERSITY of 1o p!tal!t/ & Management

situation weighing up the pros and cons of these alternatives, reaching decisions on the future state of the organisation and implementing the necessary changes. !n order to achieve the learning outcomes, it is expected that will devote around +12 hours to wor% on the module. "his includes class attendance, wee%ly reading and self# study exercises, course wor% assignments and examination revision.

Methodology: 4re entat!on ,ecture S!mulat!on an# game $a e Anal/ ! an# D! cu !on ,earn!ng D!ar/ ?roup D! cu !on Sem!nar ;or& hop In#!2!#ual an# ?roup A !gnment

Each 0ee& /ou 0!ll <e e=pecte# to atten# lectureB em!narC0or& hopB pre entat!on of top!c a !gne# an# al o part!c!pate !n group #! cu !on - You 0oul# al o complete a et of elf% tu#/ e=erc! e -

Organ!6!ng 4r!nc!ple & Value

In #e !gn!ng the cour eB !t contentB an# operat!ng proce#ure B 0e ha2e tr!e# to a#here to a num<er of <a !c <el!ef an# 2alue that are 0orth ma&!ng e=pl!c!tD

CHANGE MANAGEMENT

Page 5

AURO UNIVERSITY of 1o p!tal!t/ & Management

*- Re pon !<!l!t/D The cla

tu#ent

!n the cour e are re pon !<leB <oth - The >ual!t/ of cla #! cu !on #epen#

!n#!2!#uall/ an# collect!2el/B !n large mea ure for 0hat goe on <oth !n the room an# out !#e of cla on all of /ou com!ng to cla prepare# to #! cu the ! ue ra! e# </ the

mater!al- ,earn!ng #epen# on /our rea#!ng an# ma ter/ of the mater!al;hat /ou learn from /our group pro@ect #epen# on the effort /ou an# /our colleague e=pen# an# 0hat /ou #o to appl/ the cour e concept - I 0!ll #o m/ utmo t to fac!l!tate the learn!ng proce /ou ga!n from the cour e ! up to /ou(- Implement!ng the 4r!nc!ple ;e Are ,earn!ngD ;e ha2e tr!e# to organ!6e an# run the cour e !n 0a/ con ! tent 0!th the !#ea 0e are teach!ngThe e !nclu#e an empha ! !nformat!on on team B mutual tru t an# re pectB an# har!ng- SoB 0e 0!ll engage !n '5) #egree performance for one%half the gra#e- An#B !n the e2er/#a/ B <ut !n the en#B 0hat

e2aluat!on- ;e 0!ll #o a lot of the cour e 0or& !n group Cteam B !nclu#!ng a pro@ect that count 0!th re pect an# tru t'- 3unD The mater!al ! !ntere t!ng an# engag!ngB an# learn!ng houl# <e fun;e 0!ll #o a num<er of th!ng B !nclu#!ng u !ng 2!#eo mater!alB t!mulat!ng #e<ateB an# rel/!ng on /our !n !ght an# e=ample to ma&e the cour e en@o/a<le!nteract!on that occur !n the cour eB 0e houl# tr!2e to treat each other

$o2erage & Depth

Th! mo#ule ! a<out focu !ng there are t0o pr!nc!pal element to the relat!on h!p <et0een the u e of human re ource trateg!e an# the management of changeOne of the e focu e
CHANGE MANAGEMENT

on the role that 1R

trateg!e

ma/ pla/ !n help!ng to

Page 7

AURO UNIVERSITY of 1o p!tal!t/ & Management

generate organ! at!onal change- 1o0e2erB th! a pect of the relat!on h!p ! l!&el/ to <e pro<lemat!c !n term of !mplementat!on- Implementat!on of change ! not !mple proce B <a e# on rat!onal!t/B 0h!ch ma/ <e carr!e# through 0!thout ma@or mo#uleB e=plore the econ# a pect of th! trateg!e ma/ help to or e2en con e>uence - In th! trateg!e ma/ pla/ !n th!

relat!on h!pB relate# to the !mplementat!on of change an# the role that 1R proce - Thu B 0h!le 1R generate changeB there ! nee#e# to con !#er ho0 the/ are <e!ng u e# !n relat!on to !t !mplementat!on an# re ult!ng outcome -

The mo#ule 0oul# co2er the follo0!ng top!c D

An Intro#uct!on to manag!ng changeD A 1R trateg/ Organ!6at!onal tructure an# the management of change Organ! at!onal culture an# the management of change Recru!tment an# Select!on an# the management of change 4erformance management an# the Management of $hange 1RD an# the Management of $hange Re0ar# Management an# the Management of $hange Emplo/ee Relat!on $hange an# In2ol2ement trateg! an# the Management of

Do0n !6!ng an# the Management of $hange E2aluat!ng an# promot!ng change

,earn!ng Outcome
All element of th! mo#ule%lectureB em!nar e=erc! e B 0or& hop an# elf% tu#/ e=erc! e 0!ll <e a e=am!nat!onKnowledge and Understanding e e# !n form of <oth mult!ple cho!ce a 0ell a u<@ect!2e

CHANGE MANAGEMENT

Page 9

AURO UNIVERSITY of 1o p!tal!t/ & Management

+. (xplain the meaning of strategy 1. "o evaluate alternative approaches to the development of strategy and appreciate their implications 3. "o recognise organiational and environmental factors that affect the nature of strategy and their implications for managing change and 4' strategies 5. "o analyse levels of strategy and their implications for change and 4' strategies .. "o discuss the implementation of change and its impact 6. "o evaluate the role of 4' stratus in implementing change 7. "o understand the approach of change management -. "o understand the meaning of organisational structure and its significance for change ,. "o outline approaches to the design of organisational structure their implication for change and the people who wor% within them +2. "o identify the principal forms of organisational structure , their main effects on those who wor% within them and their relationship to change ++. "o appreciate the relationship between organisational structure and 4' strategies +1. "o understand what is meant by organisational culture, levels of culture interactions between these levels +3. "o understand the three main perspectives through which organisational culture has been explored within organisations8 integration , differentiation and fragmentation +5. 9iscuss the importance of organisational culture in understanding and margining change through 4' interventions within organisations +.. "o identify the complexity of issues associated with aligning culture to the direction that an organisation wishes to ta%e. +6. "o lin% organisational c change interventions and understand the role of 4'M in managing culture change. +7. 9iscuss traditional approaches to the recruitment and selection process and explore their limitations when applied to a changing environment +-. "o identify how recruitment and selection can contribute directly to a variety of organisational change scenarios
CHANGE MANAGEMENT Page :

and the

AURO UNIVERSITY of 1o p!tal!t/ & Management

+,. "o outline how recruitment and selection processes can be developed to accommodate planned and unplanned 12. "o discuss how to lin% recruitment and selection processes to other 4' change interventions e.g. organisational structure and culture, 4'9 and employee relations 1+. "o define performance management by explaining the separate activities which constitute this approach to the management of people 11. "o explain the importance of processes in the effective conduct of performance management by recognising these as a process cycle 13. "o identify the role performance management plays in contributing to organisational change 15. "o lin% performance management with other important management themes, e.g. strategic 4'M, organisational culture and structure and the search for employee commitment 1.. "o discuss 4'9 can be regarded as a vital dimension of 4'M on the one hand and yet may attract low levels of organisational commitment to its practice on the other 16. "o explain the concept of strategic 4'9 17. "o identify and discuss the role of 4'9 plays in contributing to organisational change 1-. "o outline the 4'9 role played by mangers and how manger and management development is central to the effective management of change. 1,. "o see reward management as an important component of the range of 4'M activities rather than a purely technical concern 32. "o explain the concept of strategic reward management 3+. "o explain the way in which reward management may assist in delivery of re:uired employee behaviour 31. "o distinguish between reward values, structures and processes 33. "o identify a range of contemporary employee relations strategies 35. "o discuss the role of these strategies in achieving employee relations change 3.. "o evaluate the role of employee involvement in achieving organisational and employee relations
CHANGE MANAGEMENT Page *)

AURO UNIVERSITY of 1o p!tal!t/ & Management

36. "o analyse approaches to understanding the psychological contract and employee commitment and evaluate their lin%s to employee involvement 37. "o lin% employees relations and involvement strategies to other 4' change interventions 3-. (xplain the purpose of downsizing and analyse the problems 3,. "o identify conse:uences 52. "o discuss the significance of employee involvement and influence in relation to the implementation of downsizing 5+. 9escribe the nature of survivors reaction to the advent of downsizing and the existence of moderating variables affecting these and evaluate their significance for organisations using this type of change strategy 51. 9iscuss the role of organisation theories and 4' interventions to provide strategies to manage the process of downsizing more effectively 53. "o identify the role of downsizing plays in contributing to organisational change and lin% it with other 4' change interventions such as culture change, performance management, employee involvement and commitment and training and development. 55. "o understand the need to evaluate and promote change 5.. "o assess the appropriateness of evaluation research and action research approaches for different change initiatives 56. "o outline a range of strategies and techni:ues which may be used to gather data about changes in different situations 57. "o identify the complexity of issues associated with feeding bac% finds about change. arrange of organisational strategies to downsize and evaluate their

I-TRANS3ERA",E SEI,,S 4RA$TISED A- Self%Management !Manage ta & an# t!me "- $ommun!cat!on S&!ll $- 4ro<lem Sol2!ng CHANGE MANAGEMENT F F F F F TAU?1T ASSESSED

Page **

AURO UNIVERSITY of 1o p!tal!t/ & Management !I#ent!f/ &e/ ! ue for !n2e t!gat!on !n ca e tu#!e !!$on truct!2e pro<lem !#ent!f!cat!on an# pro<lem ol2!ngD- ,earn!ng S&!ll !!!!!!U e l!<rar/ &!ll De2elop !n#epen#ence !n learn!ng U e a range of aca#em!c &!ll (anal/ ! & re earch) E- Informat!on Technolog/ !U e IT a a re ource F F F F for !nformat!on3- Team ;or& S&!ll ?- 4re entat!on S&!ll F F F F F F F F F F F F F

CHANGE MANAGEMENT

Page *(

AURO UNIVERSITY of 1o p!tal!t/ & Management

WEEK WISE SCHEDULE OF THE BLOCK

;ee%< 9ate ;ee%+<-th >anuary, 12+5 ?n !ntroduction to Managing Change8 a 4' strategy approach @ Organisational $tructure and the management of change ;ee% 1<+.th >anuary , 12+5 Organisational Culture and the Management of Change 9iscuss module expectations,
REGISTRATION OF RESEARCH PAPER AND PROJECT TOPICS within irst wee! o the "lass#

"opic for the =ecture

$eminar <;or%shop activity

Case $tudy+ *would be given in class/ G$est %e"t$re Case $tudy 1 *would be given in class/

CHANGE MANAGEMENT

Page *'

AURO UNIVERSITY of 1o p!tal!t/ & Management

;ee% 3<11nd >anuary, 12+5

'ecruitment and selection and Management of Change

G$est %e"t$re Case $tudy 3 *would be given in class/

;ee% 5<1nd $eptember, 12+3

&erformance Management and the Management of Change

Internal &ritten Test' &eightage ()* $ubmission of 'ough 9raft of the &ro ect

;ee% .<.th )ebruary, 12+5

4uman 'esource 9evelopment and Management of Change

Pro+e"t S$,-ission' &eightage ()* AContentB +2 mar%s &resentation*hard copy/ B . mar%s Civa B . Mar%sD

;ee% 6<+1th )ebruary, 12+5

'eward Management and Management of Change

Resear"h Pa.er/ weightage 0* &resentation *1 Mar%s/E Content *3Mar%s/B . mar%s

;ee% 7<+,th )ebruary, 12+5

(mployee relations and involvement strategies and Management of Change

Role Pla1/ weightage 0*

;ee% -<16th )ebruary, 12+5

(valuating and &romoting Change

'evision and discussion of the :ueries related to the sub ect.

DISC%AI2ER' "he Module =eader can bring about any change in the curriculum# content, evaluation#assessment parameters @ style, se:uence of lectures without any prior information or notice.
CHANGE MANAGEMENT Page *8

AURO UNIVERSITY of 1o p!tal!t/ & Management

Note' ?ll written wor% will be passed through plagiarism detector approved by the (xamination Office. G$est %e"t$re' "he guest lecture would be arranged according to the availability of the guest *;or%ing on the dates/

Marked Assessment
1. Internal Written Test: !" marks#: $eek % !& t' (an)ar*+ !"1%# In the 8th 0ee&B there 0oul# <e 0r!tten te t an# the /lla<u 0oul# <e from 0ee& * to 0ee& '- The pattern of paper ! g!2en at the en# of the mo#uleE!n#l/ refer !t!. Indi,id)al -r./e0t 1e2.rt !" marks#: $eek 3 3 t' Fe4r)ar*+ !"1%# The format of the pro@ect ! g!2en !n #eta!l <elo0- The pro@ect 0oul# <e of () mar& 0h!ch 0oul# <e #! tr!<ute# a follo0 D C.ntent5 1" marks -resentati.n 'ard 0.2*# 5 3 marks 6i,a 5 3 Marks The pro@ect houl# <e u<m!tte# !n 0ee& +of the mo#ule !n har# <oun# form (( cop!e )G s2iral 4indin7 2r./e0ts $.)ld n.t 4e a00e2tedBefore the submission of the final project, students can show their rough draft before week 4. Without the appro al of the draft, !inal "roject would not be accepted.

8. 1esear0' -a2er: -resentati.n 3 marks#: $eek 9 1! t' Fe4r)ar*+ !"1%# You ha2e to f!n# a top!c relate# to $hange Management an# 0!th!n * 0ee& ha2e to reg! ter the top!c 0!th me (reg! trat!on of the top!c after the #ue #ate 0oul# lea# to #e#uct!on of ( mar& from *) mar& )- 3or the format of the re earch paperB plea e refer the follo0!ng l!n&
CHANGE MANAGEMENT Page *+

AURO UNIVERSITY of 1o p!tal!t/ & Management

'tt2:::$$$.emeraldinsi7't.0.m:/.)rnals.'tm;issn51<3"=9!"%
Accor#!ng to the #ec!#e# #ate the tu#ent 0oul# g!2e a #eta!le# pre entat!on of the ame !n po0er po!nt !n the cla - The oft cop/ houl# <e u<m!tte# to me on the ame #a/B 1ar# $op/ to <e u<m!tte# !n one f!le ( ame #a/ pre entat!on )%. 1.le -la* 3 Marks#: $eek < 1&t' Fe4r)ar*+ !"1%# The group (+ tu#ent ) are !nclu#e# !n the mo#ule- Each group ha2e to performB choo !ng a top!c of the!r cho!ceB relate# to $hange Management3. Final E>am 3" marks#: $eek & 1st Week .? O0t.4er+ !"18# The f!nal e=am 0!ll con ! t of e a/ >ue t!on an# or ca e tu#/- The e=act format of the f!nal e=am 0!ll <e #! cu e# clo er to the e=am 0ee&- The pattern of the en# term ! g!2en at the en# of the mo#uleB &!n#l/ refer !t-

E@-ECTATIOAS F1OM STUDEATS: Ma!nta!n Regular!t/ an# 4unctual!t/ Auro Un!2er !t/ norm re>u!re 9)H cla atten#ance!on of pro@ect B

Stu#ent are re>ue te# to honour #ea#l!ne for u<m! report B a !gnment B etc$la

e 0!ll <e more &no0le#gea<leB Intellectual an# Mean!ngfulB !f /ou -

#o /our a !gnment 0ell <efore the cla

,!<rar/ an# V,E (V!rtual ,earn!ng En2!ronment) ! /our <e t a et- The acce !ng the V,E contact V,E coor#!nator or the IT #epartment for a ! tancehoul# <e tr!ctl/ follo0e#!onB etc-

Attent!2ene

$ome 0!th an open m!n# for A !gnment B ?roup D! cu

RI?1T O3 STUDENTSD
CHANGE MANAGEMENT Page *5

AURO UNIVERSITY of 1o p!tal!t/ & Management

You can loo& for0ar# to acce #epen#ence-

an# upport from facult/ <ut not

You are encourage# to >ue t!on an# challenge 2!e0 B !#ea an# log!c of the facult/ through pro2!#!ng /our log!c- You can e=pre 1o0e2erB <el!ef 0!thout rea on ma/ <e har# to #eal 0!th/our <el!ef -

You are encourage# to ma&e ugge t!on !n the cla more mean!ngfulYou can ee& out !#e cla

to ma&e the cour e

t!me from facult/ for #! cu !ng an/ ! ue ue- If the ! ue nee#

relate# to the cour eYou ha2e r!ght to #! agree 0!th the facult/ on an/ ! a #ec! !onB the facult/I #ec! !on 0!ll <e f!nalYou ha2e r!ght to >ue t!on an# ee& @u t!f!cat!on for the gra#!ng of the facult/ on mer!t of log!cIn the e2ent of #! agreementB a fault/ #ec! !on 0oul# <e f!nal-

A AOTE OA EBUAL O--O1TUAITIES:

Auro Un!2er !t/ a!m 0!th!n !t cour e to pro2!#e e>ual acce e=ual or!entat!onB ageB rel!g!on an# matur!t/- If /ou feel th! to learn!ng to mo#ule ! not

tu#ent from #!2er e <ac&groun# B !rre pect!2e of the!r gen#erB raceB #! a<!l!t/B fulf!ll!ng th! a!mB plea e ta&e !t up 0!th the mo#ule lea#erB or a & /our tu#ent repre entat!2e to #o o- 3eel free al o to comment on th! a pect of the mo#ule !n the e2aluat!on-

Recommended Text Book:

CHANGE MANAGEMENT

Page *7

AURO UNIVERSITY of 1o p!tal!t/ & Management

Manag!ng change </ A#r!an Thorn h!llB 4h!l ,e0! B M!&e M!ll more an# Mar& N- E- Saun#er </ 4EARSON 4U",I$ATION()**

Recommended Reading:
*- 'obert ?. &aton @ >ames McCalman *122-/, FChange Management8 ? guide to effective implementationG. $age $outh ?sia (dition, 3rd edition. (- C. Hila%ant @ $. 'amnaraya *12+2/. FChange ManagementG. 'esponse Ioo%s, $age &ublications '- ?drian "hornhill, et al. *12++/. FManaging ChangeG &earson (ducation 8- Constantine ?ndriopoulos @ &atric% 9awson *12+2/. FManaging Change, creativity @ !nnovationG. $age &ublications +- >ohn &. Jotter. +,,6. =eading Change. 4arvard Iusiness 'eview &ress

(.)rnals

i. >ournal of Organisation and 4uman Iehaviour ii. >ournal of social and Management $cience iii. $CM$ >ournal of !ndian Management iv. &rabandhan8 !ndian >ournal of Management v. ?!M$ !nternational >ournal of Management vi. $outh ?sian >ournal of Management

CHANGE MANAGEMENT

Page *9

AURO UNIVERSITY of 1o p!tal!t/ & Management

vii. H!C( >ournal of Iusiness viii. ?dvances in 9eveloping 4' ix. "he >ournal of ?ll !ndia Management ?ssociation x. ?sian >ournal of Management Cases xi. ?sia pacific8 >ournal of 4uman 'esource xii. !nternational >ournal for Management 'esearch xiii. !nternational >ournal of Mar%eting and Iusiness Communication xiv. >ournal of (ntrepreneurship and Management

xv. >ournal of $trategic 4uman 'esource Management

2aga3ines +. 4uman Capital 1. )orbes 3. Iusiness ;orld 5. Outloo% .. Iusiness "oday 6. Iureaucracy "oday MODU,E ,EADERD M ./ot! $han#0an! TelD:* (5* 8)99*)7 E=tn-*)7
CHANGE MANAGEMENT Page *:

AURO UNIVERSITY of 1o p!tal!t/ & Management

E%ma!lD @/ot!-chan#0an!Jauroun!2er !t/-e#u-!n

ASSIACMEAT AT A CLAACEDDD..
Sr .A .

Date !&t' (an)ar*+ !"1%

Week %t'

Assi7nment Internal Written Test 1esear0' -a2er 1.)7' Dra?t .? t'e -r./e0t -r./e0t 1esear0' -a2er 1.le -la*

Mark s !"

! !&t' (an)ar*+ !"1% 8 % 3 3t' Fe4r)ar*+ !"1% 1!t' Fe4r)ar*+ !"1% 1&t' Fe4r)ar*+ !"1%

%t' 3t' 9t' <t'

=== !" 3 3
Page ()

CHANGE MANAGEMENT

AURO UNIVERSITY of 1o p!tal!t/ & Management

1st $eek .? Mar0'+ !"1%

&t'

Finals

3"

COASEBUEACES OF SUBMITIAC THE -1O(ECT AFTE1 THE DUE DATES:

AFTER THE 0TH &EEK4 THE PROJECT &OU%D 5E 2ARKED OUT OF () 2ARKS#

AFTER THE 6TH &EEK4 THE PROJECT &OU%D 5E 2ARKED OUT OF 70 2ARKS#

AFTER THE 8TH &EEK4 THE PROJECT &OU%D 5E 2ARKED OUT OF 7) 2ARKS#

CHANGE MANAGEMENT

Page (*

AURO UNIVERSITY of 1o p!tal!t/ & Management

WEEK 1

AA IAT1ODUCTIOA TO MAAACIAC CHAACE: A H1 ST1ATECE A--1OACH F O1CAAIGATIOAAL ST1UCTU1E AAD THE MAACEMEAT OF CHAACE

Topic Overview
"he need for strategic change arises from the formulation and implementation of the strategy that underpins the direction and activity of an organisation. ?lternations to the strategic direction and activity of an organisation may therefore necessitate changes to it structures, systems, culture, managerial approach and technology. !n this wee% the significance of organisational structure in relation to the management of change would also be covered. "he variety of organisational forms and the range of reasons advanced for their existence means that this is an area of consideration complexity.
CHANGE MANAGEMENT Page ((

AURO UNIVERSITY of 1o p!tal!t/ & Management

Chapter Objectives ?fter studying this chapter, the students will learn the following topics8 +. "o explain the meaning of strategy 1. "o evaluate alternative approaches to the development of strategy and appreciate their implications 3. "o recognise organisational and environmental factors that affect the nature of strategy and their implications for managing change and 4' strategies 5. "o analyse levels of strategy and their implications for change and 4' strategies .. "o discuss the implementation of change and its impact 6. "o evaluate the role of 4' stratus in implementing change 7. "o understand the approach of change management -. "o understand the meaning of organisational structure and its significance for change ,. "o outline approaches to the design of organisational structure their implication for change and the people who wor% within them +2. "o identify the principal forms of organisational structure, their main effects on those who wor% within them and their relationship to change ++. "o appreciate the relationship between organisational structure and 4' strategies

;O'J$4O&

9iscuss Module (xpectations

$(M!H?'

CHANGE MANAGEMENT

Page ('

AURO UNIVERSITY of 1o p!tal!t/ & Management

Case $tudy K +

READ THE CASE STUDY 2, FOR NEXT WEEK

&EEK ( ORGANISATIONA% CU%TURE AND THE 2ANGE2ENT OF CHANGE Topic Overview "his chapter tend towards the perspective that organisational culture is an ob ective entity, and in particular that it is something an organisation has. "his implies that organisational culture is something which, can at least theoretically, be manipulated and managed. !n this chapter there have been number of ways to analysis of a variety of ways in which this might be achieved bad the contribution 4'M might ma%e. "his emphasis that change needs to occur at the level of employees obs rather than as a conse:uence of

CHANGE MANAGEMENT

Page (8

AURO UNIVERSITY of 1o p!tal!t/ & Management

senior management edicts. "hus although a culture change process might be initiated by senior management, for it to wor% it needs to be internalised by individual employees. Learning Outcomes ?fter studying this chapter, the students will learn the following topics8 +. "o understand what is meant by organisational culture, levels of culture and the interactions between these levels 1. "o understand the three main perspectives through which organisational culture has been explored within organisations8 integration, differentiation and fragmentation 3. 9iscuss the importance of organisational culture in understanding and margining change through 4' interventions within organisations 5. "o identify the complexity of issues associated with aligning culture to the direction that an organisation wishes to ta%e. .. to lin% organisational c change interventions and understand the role of 4'M in managing culture change.

;O'J$4O& Luest =ecture $(M!H?' Case $tudy 1 READ THE CASE STUDY 3, FOR NEXT WEEK

&EEK 9 RECRUIT2ENT AND SE%ECTION AND THE 2ANGE2ENT OF CHANGE

CHANGE MANAGEMENT Page (+

AURO UNIVERSITY of 1o p!tal!t/ & Management

Topic Overview 'ecruitment and selection has recently been held largely responsible for spicing up the life of youngsters across the world, causing ab ect misery to children in wales and beyond and scuppering the worlds biggest merger plans. "his chapter would also explore the inappropriateness of this traditional model to change management and how it can be adapted to ta%e account of both planned change and an imperfect unpredictable future. 4ere stress is laid on the strategic management literature to demonstrate how recruitment and selection can play a significant role in facilitating, sustaining and initiating organisational change. "his leads to consider an alternative strategically driven recruitment and selection. Learning Outcomes ?fter studying this chapter, the students will learn the following topics8 +. 9iscuss traditional approaches to the recruitment and selection process and explore their limitations when applied to a changing environment 1. "o identify how recruitment and selection can contribute directly to a variety of organisational change scenarios 3. "o outline how recruitment and selection processes can be developed to accommodate planned and unplanned 5. "o discuss how to lin% recruitment and selection processes to other 4' change interventions e.g. organisational structure and culture, 4'9 and employee relations

;O'J$4O&

Luest =ecture
CHANGE MANAGEMENT Page (5

AURO UNIVERSITY of 1o p!tal!t/ & Management

$(M!H?' Case $tudy# 3

NEXT WEEK GET READY FOR INTERNAL WRITTEN TEST OF 20 MARKS NEXT WEEK WOULD BE THE LAST WEEK TO SHOW ROUGH DRAFT OF THE PROJECT OF 20 MARKS

&EEK : PERFRO2ANCE 2ANGE2NET AND THE 2ANGE2ENT OF CHANGE Topic Overview !n this chapter we cast the net wider than per romance appraisal by considering the broader approach of performance management, of which performance appraisal is a %ey component. ;e analyse performance management from a procession perspective. "he touchstone of this approach is a performance cycle which details four %ey processes in performance management. &rocesses focus on what actually happens in systems and structures rather than dwelling on the systems and structures themselves. ;hat forms the main body of this chapter is an analysis of the way in which processes are implemented. "his analysis underpins the way in which performance management may contribute to organisational change.

Learning Outcomes
CHANGE MANAGEMENT Page (7

AURO UNIVERSITY of 1o p!tal!t/ & Management

?fter studying this chapter, the students will learn the following topics8 +. "o define performance management by explaining the separate activities which constitute this approach to the management of peopleM 1. "o explain the importance of processes in the effective conduct of performance management by recognising these as a process cycle 3. "o identify the role performance management plays in contributing to organisational change 5. to lin% performance management with other important management themes, e.g. strategic 4'M, organisational culture and structure and the search for employee commitment

;O'J$4O&<$(M!H?' INTERNA% &RITTEN TEST OF () 2ARKS

'ONL4 9'?)" O) "4( &'O>(C" $4ON=9 I( $4O;H IO "O9?O

CHANGE MANAGEMENT

Page (9

AURO UNIVERSITY of 1o p!tal!t/ & Management

Bef !e "#e $%&'($$( ) f "#e f()*+ ,! -e.", $"%/e)"$ .*) $# 0 "#e(! ! %1# /!*f" &ef !e 0ee2 34 W("# %" "#e *,,! 5*+ f "#e /!*f", F()*+ P! -e." 0 %+/ ) " &e *..e,"e/4

H(P" ;((J OON 4?C( "O $NIM!" )!H?= &'O>(C" O) 12 M?'J$

&EEK 0 HU2AN RESOURCE DE;E%OP2ENT AND THE 2ANGE2ENT OF CHANGE Topic Overview 4'9 has been identified as the vital component of 4'M. !n this chapter we hope to challenge the attitudes that underwrite current 4'9 practice by systematically examining how it can contribute to all levels of strategic change while at the same time arguing that theQQQ+5 processes of mangers and management development can help achieve greater commitment to 4'9. !n this chapter the focus is on that aspect of 49 that is particularly relevant to managing change. ?lso the learning organisation and their approach to 4'9 can be integrated with management development and strategic change. ?lthough there is doubt about the efficacy of the learning organisation concept it is attracted to its conceptual plausibility which plays down an over reliance on structured off#the# ob training events while emphasizing the development opportunities offered through everyday experiences. Learning Outcomes ?fter studying this chapter, the students will learn the following topics8 +. "o discuss 4'9 can be regarded as a vital dimension of 4'M on the one hand and yet may attract low levels of organisational commitment to its practice on the other
CHANGE MANAGEMENT Page (:

AURO UNIVERSITY of 1o p!tal!t/ & Management

1. "o explain the concept of strategic 4'9 3. "o identify and discuss the role of 4'9 plays in contributing to organisational change 5. "o outline the 4'9 role played by mangers and how manger and management development is central to the effective management of change.

&ORKSHOP<SE2INAR

Pro+e"t S$,-ission' () 2ar!s with ;i=a Content/ 7) -ar!s> Knowledge a,o$t the S$,+e"t / 0 -ar!s ;i=a o Pro+e"t' 0 2ar!s

NE?T &EEK PRESENTATION OF RESEARCH PAPER FOR 0 2ARKS

CHANGE MANAGEMENT

Page ')

AURO UNIVERSITY of 1o p!tal!t/ & Management

&EEK 6 RE&ARD 2ANAGE2ENT AND THE 2ANGE2ENT OF CHANGE

Topic Overview 'eward has long en oyed something of a Cinderella status. !t has been seen as an inhabiting the turgid, unimaginative and inflexible world of wage and salary administration. !n this chapter we reflect this new thin%ing about reward by using new approach Fnew payG. FHew &ayG is a philosophy rather than a set of practices. ?s such it is used both as a point of departure and a device for structuring the chapter. !t is a useful way of thin%ing about reward management because it has the potentials to complement, if not generate, organisational change.

Learning Outcomes ?fter studying this chapter, the students will learn the following topics8 +. "o see reward management as an important component of the range of 4'M activities rather than a purely technical concern 1. "o explain the concept of strategic reward management 3. "o explain the way in which reward management may assist in delivery of re:uired employee behaviour 5. "o distinguish between reward values, structures and processes

CHANGE MANAGEMENT

Page '*

AURO UNIVERSITY of 1o p!tal!t/ & Management

;O'J$4O&<$(M!H?' &resentation of the 'esearch &aperB . mar%s NE?T &EEK RO%E P%A@ FOR 0 2ARKS &EEK 8 E2P%O@EE RE%ATIONS AND IN;O%;E2ENT STRATEGIES AND THE 2ANGE2ENT OF CHANGE A DO&NSIBING AND THE 2ANGE2ENT OF CHANGE Topic Overview !n this chapter, we define employee relations as the relationship between the employer and the employee and the way in which this relationship is regulated. $uch regulation focuses on the content of the employment relationship and the processes used to ensure that the relationship is manages in such a way that the needs of the employer and employee are met. 9ownsizing has become a ma or organisational strategy used by organisations of all sizes. ?t a superficial level downsizing is a simple change to consider. 'educing an organisations headcount is a more concrete idea than, say, considering implementing a cultural change programme. 4owever such structural change programme may be easier to comprehend at this superficial level, in reality the process of downsizing is highly complex and can often generate a range of reactions that undermine organisations ob ectives for downsizing. .

Learning Outcomes ?fter studying this chapter, the students will learn the following topics8
CHANGE MANAGEMENT Page '(

AURO UNIVERSITY of 1o p!tal!t/ & Management

+. "o identify a range of contemporary employee relations strategies 1. "o discuss the role of these strategies in achieving employee relations change 3. "o evaluate the role of employee involvement in achieving organisational and employee relations 5. "o analyse approaches to understanding the psychological contract and employee commitment and evaluate their lin%s to employee involvement .. "o lin% employees relations and involvement strategies to other 4' change interventions 6. (xplain the purpose of downsizing and analyse the problems 7. "o identify a range of organisational strategies to downsize and evaluate their conse:uences -. "o discuss the significance of employee involvement and influence in relation to the implementation of downsizing ,. 9escribe the nature of survivors reaction to the advent of downsizing and the existence of moderating variables affecting these and evaluate their significance for organisations using this type of change strategy +2. 9iscuss the role of organisation theories and 4' interventions to provide strategies to manage the process of downsizing more effectively ++."o identify the role of downsizing plays in contributing to organisational change and lin% it with other 4' change interventions such as culture change, performance management, employee involvement and commitment and training and development

;O'J$4O&<$(M!H?'

'ole &layB . mar%s

CHANGE MANAGEMENT

Page ''

AURO UNIVERSITY of 1o p!tal!t/ & Management

&EEK C

E;A%UATING AND PRO2OTING CHANGE

Topic Overview (ffective evaluation and promotion of change re:uires the systematic collection of data that are subse:uently analysed and the findings presented in some form. "hese data may have been collected through monitoring what is happening within an organisation over time or specifically to evaluate a particular change intervention. 4owever, without the ensuing evaluation the effectiveness of one or a series of change interventions is li%ely to be less certain. "he %nowledge gathered through this process of research, we would argue, helps organisations to have a clearer understanding of what is happening and, of e:ual importance, the impact of particular interventions. !n addition, the actual process of research can help promote the change. Oet, despite this valuation is rarely carried out. Learning Outcomes ?fter studying this chapter, the students will learn the following topics8 +. "o understand the need to evaluate and promote change 1. "o assess the appropriateness of evaluation research and action research approaches for different change initiatives 3. "o outline a range of strategies and techni:ues which may be used to gather data about changes in different situationsM 5. "o identify the complexity of issues associated with feeding bac% finds about change.

CHANGE MANAGEMENT

Page '8

AURO UNIVERSITY of 1o p!tal!t/ & Management

;O'J$4O&<$(M!H?'

'evision and discussion of :ueries related to the topic

H(P" ;((J )!H?= (P?M$, L(" '(?9O, I($" O) =NCJ

CUIDELIAES
CHANGE MANAGEMENT Page '+

AURO UNIVERSITY of 1o p!tal!t/ & Management

FO1 THE -1O(ECT: !3 MA1KS

CHANGE MANAGEMENT

Page '5

AURO UNIVERSITY of 1o p!tal!t/ & Management

S)77ested F.rmat ?.r MBA -r./e0t !3 Marks# Hard B.)nd#

4RE,IMINARY 4A?ES

T!tle 4age

T!tle K hort (length ! *)%*( 0or# )G reflect!2e of the contentB pro<lemB an# the ma!n 2ar!a<le to <e tu#!e#G free of 2alue @u#gmentG houl# <e 0r!tten !n !n2erte# p/ram!# <ol#faceB an# cap!tal letter AuthorI Name C Month an# Year of $omplet!on In t!tut!onal Aff!l!at!on

Dee# of Declarat!on Ac&no0le#gment $ert!f!cate of the $ompan/ (!f an/) $ert!f!cate of the Un!2er !t/ (AURO)

4reface

CHANGE MANAGEMENT

Page '7

AURO UNIVERSITY of 1o p!tal!t/ & Management % <r!efB comprehen !2e ummar/ of the content of the manu cr!pt or /nthe ! of the tu#/ 0h!ch !nclu#e the o<@ect!2e B metho#olog/B h!ghl!ght of the re ult B conclu !on B an# recommen#at!on )

Ta<le of $ontent ,! t of Ta<le ,! t of 3!gure ,! t of Appen#!=e Ta<le ,! t of Appen#!= 3!gure

$1A4TER

I
#

INTRODU$TION
g!2e the <ac&groun# of the pro@ect an# the rat!onale for con#uct!ng the Stu#/

Background of the #tudy & & & Shoul# <e the platform for the !gn!f!cance of the tu#/ Shoul# !#ent!f/ !nformat!on gap Ma/ c!te at mo t f!2e author!t!e

#tatement of the "roblem & & & & !#ent!f!e the re earch gap @u t!f!e the con#uct of the tu#/ tate the >ue t!on that the tu#/ hope to an 0er er2e a a gu!#e !n formulat!ng the pec!f!c o<@ect!2e

CHANGE MANAGEMENT

Page '9

AURO UNIVERSITY of 1o p!tal!t/ & Management $bjecti es of the #tudy & & & tate the general an# pec!f!c o<@ect!2e houl# <e con ! tent 0!th the pro<lem houl# <e clearl/ tate# an# log!call/ pre ente#

%ypotheses of the #tudy & tate the re earcherI e=pectat!on <et0een the Var!a<le !n the re earch pro<lem #ignificance of the #tudy & po!nt out the 2!tal 0ho 0!ll "enef!t from !tcontr!<ut!on of the re ult of the tu#/ an# concern!ng the relat!on h!p

#cope and &imitations of the #tudy & & & et the #el!m!tat!on an# e ta<l! he the <oun#ar!e of the tu#/ (#el!m!t the tu#/ !n term of !6e an# area of co2erage) tate 0hat the tu#/ 0!ll not co2er or 0!ll not #o !#ent!f!e the 0ea&ne e an# con tra!nt 0h!ch ma/ affect the re ult of the tu#/

'efinition of (erms % % !nclu#e conceptual an#Cor operat!onal #ef!n!t!on hang!ng !n#ent!on an# alpha<et!call/ arrange#

II REVIE; O3 RE,ATED ,ITERATURE

& con ! t of <oth the re earch an# conceptual l!terature <ut more on the 3ormer (at lea t 5) H) Su< ect!on can <e !nclu#e#B 0h!ch are <a e# on o<@ect!2e - All u<top!c mu t <e !tal!c!6e# an# <ol#l/ 0r!ttenReference mu t <e properl/ c!te# !n all paragraph u !ng authorC/ear format- (4lea e ee A4A for the #eta!le# format)Rule on paragraph!ng mu t <e tr!ctl/ follo0e#- A paragraph houl# ha2e at lea t t0o entence - It houl# not <e too longPage ':

& & &

CHANGE MANAGEMENT

AURO UNIVERSITY of 1o p!tal!t/ & Management % houl# con ! t of at lea t *) page

III 3RAME;ORE

T1EORETI$A, C$ON$E4TUA,CO4ERATIONA,

& & & &

#! cu e the theor!e l!n&!ng the top!c to the a2a!la<le <o#/ of &no0le#ge pre ent relat!on h!p <et0een #!fferent pec!f!c con truct the re earcher 0ant to tu#/ pec!f!e the relat!on h!p <et0een an# among 2ar!a<le ma/ con ! t of a com<!nat!on of mathemat!calB graph!calB an#Cor #!agrammat!cal pre entat!on

IV

MET1ODO,O?Y
& #e cr!<e ho0 the tu#/ 0a con#ucte#

)esearch 'esign & pec!f!e 0hether #e cr!pt!2eB cau alCe=planator/B correlat!onalB comparat!2eB e=plorator/B e2aluat!2e or com<!nat!on of t0o or more #e !gn

#ources of 'ata & pec!f!e the ource of pr!mar/ an#Cor econ#ar/ #ata

Method of 'ata *ollection+'ata *ollection "rocedure & !n#!cate the ampl!ng proce#ure (!f pr!mar/ #ata) an# the #ata collect!on metho# uch a ur2e/B >ue t!onna!reB an# other

,nalytical "rocedures+Methods of ,nalysis & !n#!cate the mo t appropr!ate tat! t!cal tool u e# !n anal/6!ng <oth >uant!tat!2e an# >ual!tat!2e #ata Page 8)

CHANGE MANAGEMENT

AURO UNIVERSITY of 1o p!tal!t/ & Management % Mathemat!cal e=pre !on accor#!ngl/ % mu t <e !tal!c!6e# an# num<ere#

All mo#el Ce>uat!on mu t <e properl/ num<ere#

% All ma@orC&e/ 2ar!a<le mu t <e properl/ mea ure#Ccategor!6e# !n#!cat!ng the!r pec!f!c un!t of mea ure- The ource of formula mu t <e !n#!cate# !n the te=t-

RESU,TS AND DIS$USSION

% ummar!6e the#ata collecte# an# the tat! t!cal re ult !n uff!c!ent #eta!l to @u t!f/ conclu !on & & u e ta<le an# graph to upplement the te=t all f!gure mu t <e num<ere# con ecut!2el/ 0!th the!r la<el 0r!tten <elo0 the f!gure & The allo0a<le font !6e for the f!gure are *)%*8- All f!gure mu t <e place# !mme#!atel/ after the page 0here a part!cular f!gure num<er ! ment!one#- All f!gure mu t <e 0ell e=pla!ne# !n the te=t an# all f!gure num<er mu t <e ment!one# properl/ !n the te=t& !nclu#e !nformat!on a<out the o<ta!ne# magn!tu#e or 2alue of the te t tat! t!cB #egree of free#omB pro<a<!l!t/B an# the #!rect!on of the effect & e2aluate C!nterpret the !mpl!cat!on of the or!g!nal h/pothe ! % empha !6e an/ theoret!cal con e>uence of the re ult an# compare re ult 0!th the 0or& of other ) % Su<top!c an# the!r e>uenc!ng mu t follo0 the pec!f!c o<@ect!2e of the tu#/ % Mo tl/ !n the pa t ten eG ome are !n the pre ent ten e

VI

SUMMARYB $ON$,USIONSB AND RE$OMMENDATIONS

#ummary *onclusions

CHANGE MANAGEMENT

Page 8*

AURO UNIVERSITY of 1o p!tal!t/ & Management )ecommendations

"I",IO?RA41Y

% %

houl# <e alpha<et!call/ arrange# All the reference c!te# !n the te=t mu t <e !nclu#e# !n th! ect!on

A44ENDIFES
& ma/ !nclu#e 2er<at!m !n truct!on to part!c!pant G or!g!nal cale or Aue t!onna!re B an# ra0 #ataG tat! t!cal calculat!on G an# !n trument U e#-

EFAM4,E
CHANGE MANAGEMENT Page 8(

AURO UNIVERSITY of 1o p!tal!t/ & Management

O3 4RO.E$T

FACTO1S IAFLUEACIAC COASUME1 DEMAAD FO1 CEAE1IC D1UCS IA DASMA1IAAS+ CA6ITE

A 4ro@ect Report 4re ente# to the 3acult/ of the School of Management & Entrepreneur h!p AURO Un!2er !t/ Surat

In 4art!al 3ulf!lment Of the Re>u!rement for the Degree of Ma ter of "u !ne A#m!n! trat!on

CHANGE MANAGEMENT

Page 8'

AURO UNIVERSITY of 1o p!tal!t/ & Management

S)4mitted 4*: S1RADD1A ?AM"1IR

S)4mitted t.: M - .YOTI $1AND;ANI March ()*'

DEED OF DECLA1ATIOA
IB LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLB here</ u<m!t m/ re earch paper ent!tle# LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL

CHANGE MANAGEMENT

Page 88

AURO UNIVERSITY of 1o p!tal!t/ & Management

LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL an# truthfull/ #eclare that the

a<o2e%t!tle# paper ! a pro#uct of m/ or!g!nal re earch !n2e t!gat!on-

I further #eclare thatB houl# the chool e2entuall/ #! co2er that a u< tant!al port!on of m/ paper ! l!fte#B !n toB from or!g!nal ource B u !ng e=actl/ the 0or# of the author !n more than +)H of the 0hole contentB I re er2e the r!ght to AURO Un!2er !t/B Surat to recall m/ M"A D!ploma an# cancel the #egree grante# to me-

S!gne# th! #a/ of LLLLLLLLLLLLLLLLLLLLLLLLLL at AURO Un!2er !t/B Surat

LLLLLLLLLLLLLLLLLLLLLLLLLLL M"A $an#!#ate

$ERTI3I$ATE (an/ compan/ !f an/)

CHANGE MANAGEMENT Page 8+

AURO UNIVERSITY of 1o p!tal!t/ & Management

CE1TIFICATE AU1O#
CHANGE MANAGEMENT Page 85

AURO UNIVERSITY of 1o p!tal!t/ & Management

You 0!ll get the cert!f!cate from the programme off!ce-

ACKAOWLEDCMEAT
CHANGE MANAGEMENT Page 87

AURO UNIVERSITY of 1o p!tal!t/ & Management I heart!l/ 0! h to e=ten# heartfelt apprec!at!on an# grat!tu#e to numerou Mentor B <enefactor B an# con t!tuent 0ho ha2e collect!2el/ en#o0e# the ;here0!thalB fa!th an# encouragement for me to na2!gate an# complete m/ 4ro@ect @ourne/To 4rofe or Eamle h M! hraB m/ pr!mar/ a#2! or an# unflagg!nga#2ocateB 0ho mu tere# #e2ote#B cont!nu!ngB !nno2at!2e an# a#apt!2ementor h!p to !mpel an# hepher# m/ chec&e# effort through #!2er e an#a<oun#!ng challenge B I e=ten# m/ #eep an# a<!#!ng re pect an# man/B man/than& To 4rofe or ./ot! $han#0an!B m/ upport!ng a#2! orB 0ho gentl/ an# pat!entl/ en#ure# m/ aca#em!c tar#!ne B I offer commen urate 2enerat!onM To %%%$oncerne# per on of the organ! at!on (!f #o!ng !n an/ organ! at!on) m/ urrogate champ!on an# %%%%%%%%%%%%%%B 0ho affor#e# me much <enef!c!al counterpo!nt to the pecun!ar/ <ur#en an# a#m!n! trat!2e 2agar!e of the!r !n t!tut!onB I aff!rm m/ hum<lee teemTo the facult/ an# taff of the School of Management an# Entrepreneur h!pB AURO Un!2er !t/B SuratTo (an/ more /ou 0ant to)

-1EFACE

NTO4I$ O3 T1E 4RO.E$T IN"O,DOMa ter of "u !ne Un!2er !t/B SuratB March ()*'-

A#m!n! trat!onB AURO

Th!

tu#/ 0a an attempt to #eterm!ne the P-

CHANGE MANAGEMENT

Page 89

AURO UNIVERSITY of 1o p!tal!t/ & Management

TABLE OF COATEATS

4age

"IO?RA41I$A, DATA CHANGE MANAGEMENT

!!! Page 8:

AURO UNIVERSITY of 1o p!tal!t/ & Management

A$ENO;,ED?MENT

IV

4RE3A$E

,IST O3 TA",ES INTRODU$TION "A$E?ROUND O3 T1E STUDY STATEMENT O3 T1E 4RO",EM REVIE; O3 RE,ATED ,ITERATURE

% % % %

VI * ( '

LIST OF TABLES

CHANGE MANAGEMENT

Page +)

AURO UNIVERSITY of 1o p!tal!t/ & Management

CHA-TE1 I

INTRODU$TION (8 pace )

Background of the #tudy

The #eman# for me#!c!ne P- (( pace all throughout the te=t) (' pace ) CHANGE MANAGEMENT Page +*

AURO UNIVERSITY of 1o p!tal!t/ & Management

#tatement of the "roblem

The go2ernment ha <een e=ert!ng !t effort P (' pace )

$bjecti es of the #tudy

-. spaces/ The tu#/ generall/ a!me# to P ($!te here <oth the general an# pec!f!c o<@ect!2e ) (' pace )

%ypotheses of the #tudy

(( pace ) the follo0!ng h/pothe e 0ere te te# !n the tu#/D *(-0 spaces/

#ignificance of the #tudy

The re ult of th! oc!et/ 0h!ch are The &e/ actor P (' pace ) tu#/ 0!ll <e of !gn!f!cant 2alue to a num<er of ector !n

#cope and &imitations of the #tudy

CHANGE MANAGEMENT Page +(

AURO UNIVERSITY of 1o p!tal!t/ & Management (' pace )

'efinition of (erms -(( pace all throughout the ect!on)

"ran#e# me#!c!ne refer to a me#!c!ne manufacture# </ a l!cen e# hol#er currentl/ 4rotecte# or ha <een protecte# </ a patent-

$on umer refer to the potent!al u er of me#!c!ne -

?ener!c #rug refer to me#!c!ne 0!th the ame act!2e !ngre#!ent an# the ame #o age form a tho e of the or!g!nalC<ran#e# me#!c!ne <ut manufacture# </ #!fferent l!cen e# hol#er -

CHA-TE1 II
REVIE; O3 RE,ATED ,ITERATURE (8 pace or ( #ou<le pace )

CHANGE MANAGEMENT

Page +'

AURO UNIVERSITY of 1o p!tal!t/ & Management

CHA-TE1 III
T1EORETI$A,C$ON$E4TUA,CO4ERATIONA, 3RAME;ORE (8 pace )

CHANGE MANAGEMENT

Page +8

AURO UNIVERSITY of 1o p!tal!t/ & Management

CHA-TE1 I6
1ESEA1CH METHODOLOCE )esearch 'esign (( pace ) The tu#/ 0!ll ut!l!6e <oth #e cr!pt!2e an# cau al re earch #e !gn - The re earch pro<lem an# o<@ect!2e po e# at the <eg!nn!ng of the tu#/ 0!ll <e an 0ere# through a CHANGE MANAGEMENT Page ++

AURO UNIVERSITY of 1o p!tal!t/ & Management #e cr!pt!2e re earch #e !gn- The #e !gn 0!ll focu on #e cr!<!ng the re pon#ent I per onal an# fam!l/ prof!le a 0ell a the!r percept!on to0ar# gener!c #rug - A f!2e% po!nt ,!&ert cale ur2e/ >ue t!onna!re 0!ll <e u e# to o<ta!n the #ata- A cau al approach 0!ll <e u e# to !#ent!f/ the factor that affect the con umer I #eman# for gener!c #rug P(' pace ) (ime and "lace of the #tudy The tu#/ 0!ll <e con#ucte# !n P#ources of 'ata

'ata *ollection "rocedure

,nalytical "rocedures

CHA-TE1 6
RESU,TS AND DIS$USSION (8 pace ) #ocioeconomic "rofile of the )espondents CHANGE MANAGEMENT Page +5

AURO UNIVERSITY of 1o p!tal!t/ & Management (( pace ) Age-TheP 1111111111111111111111111111111111111111111111111111111111111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

(( pace ) ?en#er1111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111 ' pace )

"erception of the *onsumers (owards 2eneric 'rugs (( pace ) LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LLLLLLLL LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LLLLLLLL LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LLLLLLLL LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LLLLLLLL CHANGE MANAGEMENT Page +7

AURO UNIVERSITY of 1o p!tal!t/ & Management

2eneric Medicines "urchased by the *onsumers

1111111111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

)easons for "urchasing 2eneric 'rugs 1111111111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

!actors ,ffecting the 'emand for 2eneric 'rugs 1111111111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

CHANGE MANAGEMENT

Page +9

AURO UNIVERSITY of 1o p!tal!t/ & Management

$1A4TER VI
SUMMARYB $ON$,USIONSB AND RE$OMMENDATIONS #ummary 1111111111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

*onclusions

CHANGE MANAGEMENT

Page +:

AURO UNIVERSITY of 1o p!tal!t/ & Management 1111111111111111111111111111111111111111111111111111111111 11111111111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

)ecommendations (( pace )

1111111111111111111111111111111111111111111111111111111111111111 11111111 1111111111111111111111111111111111111111111111111111111111111111 11111111

BIBLIOC1A-HE
?ENERA, ?UIDE TO 3ORMATTIN? A "I",IO?RA41Y

3or a <oo&D
Author (la t name f!r t)- T!tle of the <oo&- $!t/D 4u<l! herB Date of pu<l!cat!onEFAM4,ED
CHANGE MANAGEMENT Page 5)

AURO UNIVERSITY of 1o p!tal!t/ & Management

DahlB Roal#- The "3?- Ne0 Yor&D 3arrarB Strau an# ?!rou=B *:9(-

3or an enc/clopae#!aD
Enc/clopae#!a T!tleB E#!t!on Date- Volume Num<erB QArt!cle T!tleBQ page num<er EFAM4,ED The Enc/clopae#!a "r!tann!caB *::7- Volume 7B Q?or!lla BQ pp- +)%+*

3or a maga6!neD
Author (la t name f!r t)B QArt!cle T!tle-Q Name of maga6!ne- Volume num<erB (Date)D page num<er EFAM4,ED .or#anB .enn!ferB Q3!lm!ng at the Top of the ;orl#-Q Mu eum of Sc!ence Maga6!ne- Volume 87B No- *B (;!nter *::9)D p- **-

3or a ne0 paperD

Author (la t name f!r t)B QArt!cle T!tle-Q Name of ne0 paperB c!t/B an# tate of pu<l!cat!on- (Date)D e#!t!on !f a2a!la<leB ect!onB page num<er( )-

EFAM4,ED 4o0er B AnnB QNe0 Tune for the Mater!al ?!rl-Q The Ne0 Yor& T!me B Ne0 Yor&B NY- ('C*C:9)D Atlant!c Reg!onB Sect!on (B p- '8-

3or a per onD

3ull name (la t name f!r t)- Occupat!on- Date of !nter2!e0CHANGE MANAGEMENT Page 5*

AURO UNIVERSITY of 1o p!tal!t/ & Management

EFAM4,ED Smec&le<urgB S0eet - "u #r!2er- Apr!l *B *::5-

3or a f!lmD
T!tleB D!rectorB D! tr!<utorB YearEFAM4,ED "ra2eheartB D!r- Mel ?!< onB Icon 4ro#uct!on B *::+

$D%ROMD
D! c t!tleD Ver !onB Date- QArt!cle t!tleBQ page !f g!2en- 4u<l! herEFAM4,ED $omptonR Mult!me#!a Enc/clopae#!aD Mac!nto h 2er !onB *::+- Q$!2!l r!ght mo2ementBQ p-'- $omptonR Ne0 me#!a

Maga6!ne art!cleD

Author (la t name f!r t)- QArt!cle t!tle-Q Name of maga6!ne (t/pe of me#!um)Volume num<erB (Date)D page num<er - If a2a!la<leD pu<l! her of me#!umB 2er !onB #ate of ! ueEFAM4,ED Roll!n B 3re#- QSno0<oar# Ma#ne
CHANGE MANAGEMENT

-Q Sport Stuff ($D%ROM)- Num<er *+B (3e<ruar/

Page 5(

AURO UNIVERSITY of 1o p!tal!t/ & Management

*::7)D pp- *+%*:- SIRSB Mac 2er !onB ;!nter *::7-

Ne0 paper art!cleD

Author (la t name f!r t)- QArt!cle t!tle-Q Name of ne0 paper (T/pe of me#!um)B c!t/ an# tate of pu<l!cat!on- (Date)D If a2a!la<leD E#!t!onB ect!on an# page num<er( )If a2a!la<leD pu<l! her of me#!umB 2er !onB #ate of ! ueEFAM4,ED Ste2en onB Rho#a- QNer2e Sell -Q $ommun!t/ Ne0 ($D%ROM)B Na (3e< *::5)D pp- A8%+- SIRSB Mac- Ver !onB pr!ng *::5auB NY-

Onl!ne Re ource InternetD

Author of me ageB (Date)- Su<@ect of me age- Electron!c conference or <ullet!n <oar# (Onl!ne)- A2a!la<le e%ma!lD ,ISTSERVJ e%ma!l a##re EFAM4,ED Ellen "loc&B (Septem<er *+B *::+)- Ne0 ;!nner - Teen "oo&l! t (Onl!ne)- 1elen Sm!thJ0ell!ngton-com

;orl# ;!#e ;e<D

UR, (Un!form Re ource ,ocator or ;;; a##re ment!one#)B #ateEFAM4,ED ("o ton ?lo<eR 000 a##re ) )- author (or !temR nameB !f

httpDCC000-<o ton-com- To#a/R Ne0 B Augu t *B *::5-

CHANGE MANAGEMENT

Page 5'

AURO UNIVERSITY of 1o p!tal!t/ & Management 3ollo0!ng are 2er/ popular t/le for creat!ng "!<l!ograph/ *- A4A St/le (Amer!can 4 /cholog!cal A oc!at!on) (- $h!cago Manual of St/le C Tura<!an St/le '- $?OS St/le % $olum<!a ?u!#e to Onl!ne St/le 8- $"E St/le %$ounc!l of "!olog/ E#!tor +- 1ar2ar# St/le 5- M,A St/le (Mo#ern ,anguage A oc!at!on)

A--EADI@ES

CHANGE MANAGEMENT

Page 58

AURO UNIVERSITY of 1o p!tal!t/ & Management

4attern of En# Term E=amD ;e!ghtage +)H

SE$TION A

CHANGE MANAGEMENT

Page 5+

AURO UNIVERSITY of 1o p!tal!t/ & Management A*Mar& *('8+5Attempt an/ 3our Aue t!on *+ S 8T 5)

Sect!on "
A*- ;r!te hort note on an/ 3our of the follo0!ngD *('8+ S ( T *) Mar&

SE$TION $

4lea e rea# the follo0!ng t0o ca e an# an 0er the >ue t!on g!2en at the en# of each($ompul or/) *+ S ( T ') Mar&

*(CHANGE MANAGEMENT Page 55