Religare Securities

In Partial Fulfillment of Requirement for the Award of MBA
Submitted By
Jyoti Sankar Dhir
Regd. No. : 23/600/09
Roll No. : 0!B"6#$
DDCE, SAMBALPUR UNIERSI!"
MBA-09 SUMMER TRAINING REPORT 1
DECLARATION
I Jyoti Sankar Dhir, studying in NICE, Talcher, under DDCE,
Sambalpur, declare that the project titled A Study on Change
Management with respect to Religare Securities Limited, Talcher has
been complied by me in partial fulfllment for award of MBA during the
year 2009-2011.
I further declare that this project report has not been
submitted to any university or institution for award of any degree or
diploma.
Jyoti Sankar Dhir
Roll No. : 10MBA647

PREFACE
Practical training is consider to be an essential part of all professional institution
and those who are aspiring for MBA in marketing field, the practical training is a
necessity. As in a organization HR department play a ery significant role, this
thesis is on !hange Management.
"he main reason of management thesis for management student is to help them
understand and apply the theoretical course studied, in the practical field of
organization and in the area of specialization. #t also helps them to understand
actual organizational role, their management style, their work culture and how
they deal with different types of situation in their organization.
Management thesis also helps the student to compare bookish knowledge with
the practical knowledge.
# feel really proud that # hae been able to handle the summer training, A $tudy
on !hange Management %imited "alcher&. # learned lots of knowledge and
e'perience during this traing in Human Resources field.
My pro(ect reports coered the A $tudy on )!hange Management with respect to
Religare $ecurities %imited* "alcher&. # hae tried to ery much ob(ectie and fair
during obseration of my work. # hope that my pro(ect report will be beneficial for
the organization.
CERTIFICATE
This is to certify that the summer training report titled A
study on the change management with respect to Religare
securities Ltd. submitted by Jyoti Sankar Dhir, Enrollment
No: 23/600/09 in partial fulfllment of MBA has been carried
out under my guidance and supervision.

Satyabrata Sahu
ACKNOWLEDGEMENT
I would like to take this opportunity to express my deep gratitude to all
those who came out of their way to help me during the course of the
project.
I hereby take this opportunity to thank the Religare Securities Ltd. for
permitting me to do this project work. I am greatly indebted to my project
head and I express my hearty thanks to my Guide, Mr.Umesh Pujari, and
Marketing faculty of NICE, Talcher for his kind help in completion of the
project.
Here by I would also like to express my sincere gratitude to Mr. Ajay
Agarwal BM - Religare, Talcher, for sharing his priceless time and
experience with me and helping me out in various situations.
I am grateful to express my sincere thanks to the entire staf and
distribution team of Religare Securities Ltd., Talcher, for his help and
suggestion through out the project and ofering his valuable tips during
the time of working on this taining.
Finally, I thank my parents who have constant inspiration to me
throughout my life. It would not have possible for me to reach this stage
without their support, thanks for my family and friends for their moral
support.
CONTENTS
Ch- 1 Introduction
1.1 Background
1.2 Justifcation
1.3 Need of the study
1.4 Objective of the study
1.5 Hypothesis
1.6 Methodology
1.7 Scope & limitation
Ch- 2 About the Company
Ch 3Change Management
3.1 Importance
3.2 Consultant & change management
3.3 Beneft
3.4 ADKAR model
Ch 4Content & process of change mangement
4.1 Change process
4.2 Change process as problem solving & fnding
Ch -5 Strategy
5.1 Factor
5.2 Handling change management
5.3 Resopnsibility
5.4 Successful step for change management
Ch- 6 Principle
Ch- 7 Features & Benefts
7.1 Scope change
7.2 Confguration change
7.3 All other change
Ch 8Questinnare
Ch- 9 Conclusion
9.1 Suggestion
9.2 Finding
9.3 Conclusion
9.4 Bibliography
CHAPTER-1
INTRODUCTION
1.1 BACKGROUND
Change management is a systematic approach to dealing with change
(Recruitment and Attrition), both from the perspective of an organization
and on the individual level. A somewhat ambiguous term, change
management has at least three diferent aspects namely:
-Adapting to change
-Controlling change
-Efecting change
A proactive approach to dealing with change is at the core of all three
aspects. For an organization, change management means defning and
implementing procedures and/or technologies to deal with changes in
the business environment and to proft from changing opportunities.
Successful adaptation to change is as crucial within an organization as it
is in the natural world. Just like plants and animals, organizations and
the individuals in them inevitably encounter changing conditions that
they are powerless to control. The more efectively you deal with change,
the more likely you are to thrive. Adaptation might involve establishing a
structured methodology for responding to changes in the business
environment (such as a fuctuation in the economy, or a threat from a
competitor) or establishing coping mechanisms for responding to changes
in the workplace (such as new policies, or technologies). Terry Paulson,
the author of Paulson on Change, quotes an uncle's advice: "It's easiest to
ride a horse in the direction it is going." In other words, don't struggle
against change; learn to use it to your advantage.
In a computer system environment, change management refers to a
systematic approach to keeping track of the details of the system (for
example, what operating system release is running on each computer
and which fxes have been applied).
1.2 JUSTIFICATION OF THE STUDY
Management is understood to be a set of processes that can keep a
complicated system of people and processes running optimally and
produce organizational efectiveness.However,the dynamics of
environment make the system further complicated because
organizational efectiveness cannot be static due to the constant need to
change the processes to remain competitive.Restructering,reengineering
growth plan,diversifcation of business interests,and re-skilling of
employee,are part of change processes with the objective of making the
business remain vibrant and competitive.Change is ubiquitous in any
organizational setting.
Though human diposition to change is one of trepidation, it entails
growth and new opportunities threat to existing business means an
opportunity for innovation and expansion of the business empire.
Looking from this perspective, change is a blessing in disguise rather
than a tgreat.Change challenges the best of human endeavor and instills
excitement.Here, a word of caution is warranted.Though change is a
natural phenomenon, people do not easily adopt to it .Fear of the
unknown always lurks in the human mind. We need a proper
understanding of the human psyche and should seek to implement
change only when people are change ready.Peoples minds are a sine qua
non for the change process to succeed.
1.3 Need of the Study:-
The proposed study would examine the trends of change management
adopted by Religare and the relative merits associated with Religare.
The study would also possibly try to reveal the relative strength of
change management and its beneft for Religare, Sambalpur.As a part
of the Management thesis the outcome of the study would be
presented to Religare, Sambalpur, The outcomes of the study could be
utilized by Religare for further planning.
1.4 Objectives of the Study:-
The study would examine the following objectives.
To analyze the change management adopted by Religare,
Sambalpur
Understanding the present change management of Religare.
Understanding the efectiveness of the change management
Religare, Sambalpur
To fnd out the pros and cons of the change management Religare,
Sambalpur
To analysis the factors those are infuencing the change
management adopted by Religare, Sambalpur
To estimate the preference pattern of the employee due to change
To explain the trends and future options of the change
1.5 Hypotheses:-
Following hypotheses would be laid down to examine the above
objectives.
Religare used modern methods of change management in their
company.
Employees of Religare are benefted by the change management of
their company.
1.6 Methodology:-
The proposed study for the fnal analysis would require secondary as well
as primary data. Secondary data would be obtained from the ofcial
website of Religare, and the companys published /unpublished Reports.
Also refered diferent book and collected data about change management.
On the other hand primary data would be obtained from a cross section
of 15 employees and interact with Branch manager of Religare,
Sambalpur.
1.7 Scope and limitations of the study
While working in any project we face many types of limitations. In this
project I face some problems like:
The employee of the organization having heavy work scheduled, so
they not able to provide sufcient time.
As it is a stock broking house I faced time problem also. At any
time I cannot visit to their ofce.
Some of their HR policies are confdential; they do not disclose it to
the public. In this time we face problem. It is called biasness
problem.
Non availability of resources is also one of the important factors
here
CHAPTER- 2
2.1 ABOUT THE COMPANY
Religare, a Ranbaxy-promoted group company, is one of Indias largest
and fastest-growing integrated fnancial services institutions. The
company ofers a diverse and holistic bouquet of services and wishes to
be seen as a true Investment Gateway Of India. Its service platter
ranges from equities, commodities, and insurance to wealth advisory,
portfolio management services, personal fnance services, investment
banking and institutional broking services. In terms of its client and
business interface the services are broadly clubbed into three key
business verticals - Retail, Wealth Management, and the Institutional
spectrum. Religare Enterprises Ltd is the holding company for all its
businesses, structured and operated through various subsidiaries.
Religare Securities Limited (RSL) is one such vibrant and fast growing
subsidiary of Religare.
RSL is a leading equity and securities frm in India. The major activities
and oferings of the company today are equity broking, depository
participant services, portfolio management services (PMS), institutional
broking services & research, investment banking and corporate fnance.
The company has recently unveiled its online investment portal armed
with a host of revolutionary features in order to broaden the range of
services ofered to its investors. www.religareonline.com, the companys
investment portal is a platform that is sure to change the online investing
landscape in India with unique features such as Trade Rewards reward
points on investments, interest on cash margin, zero brokerage schemes
etc.
RSL is a member of the National Stock Exchange of India and the
Bombay Stock Exchange, a depository participant with National
Securities Depository Ltd and Central Depository Services (I) Ltd, and a
SEBI-approved Portfolio Manager managing investor funds. RSL has also
recently acquired a SEBI-approved merchant banking license.
Portfolio Management Service
Religare ofers PMS to address varying investment preferences. As a
focused service, PMS pays attention to details, and portfolios are
customized to suit the unique requirements of investors.
Religare PMS currently extends fve portfolio management schemes -
Panther, Tortoise, Elephant, Caterpillar and Leo. Each scheme is
designed keeping in mind the varying tastes, objectives and risk
tolerance of our investors
Investment Philosophy
Religare believe that our investors are better served by a disciplined
investment approach, which combines an understanding of the goals and
objectives of the investor with a fne tuned strategy backed by research.
Stock specifc selection procedure based on fundamental research
for making sound investment decisions.
Focus on minimizing investment risk by following rigorous
valuation disciplines.
Capital preservation.
Selling discipline and use of Derivatives to control volatility.
Overall to enhance absolute return for investors.
Our Schemes
Panther
The Panther portfolio aims to achieve higher returns by taking aggressive
positions across sectors and market capitalizations. It is suitable for the
High Risk High Return investor with a strategy to invest across sectors
and take advantage of various market conditions.
Tortoise
The Tortoise portfolio aims to achieve growth in the portfolio value over a
period of time by way of careful and judicious investment in
fundamentally sound companies having good prospects. The scheme is
suitable for the Medium Risk Medium Return investor with a strategy to
invest in companies which have consistency in earnings, growth and
fnancial performance.
Elephant
The Elephant portfolio aims to generate steady returns over a longer
period by investing in Securities selected only from BSE 100 and NSE
100 index. This plan is suitable for the Low Risk Low Return investor
with a strategy to invest in blue chip companies, as these companies
have steady performance and reduce liquidity risk in the market.
Caterpillar
The Caterpillar portfolio aims to achieve capital appreciation over a long
period of time by investing in a diversifed portfolio. This scheme is
suitable for investors with a high risk appetite. The investment strategy
would be to invest in scrips which are poised to get a re-rating either
because of change in business, potential fancy for a particular sector in
the coming years/months, business diversifcation leading to a better
operating performance, stocks in their early stages of an upturn or for
those which are in sectors currently ignored by the market.
Leo
Leo is aimed at retail customers and structured to provide medium to
long-term capital appreciation by investing in stocks across the market
capitalization range. This scheme is a mix of moderate and aggressive
investment strategies. Its aim is to have a balanced portfolio comprising
selected investments from both Tortoise and Panther. Exposure to
Derivatives is taken within permissible regulatory limits.
The Religare Edge
We serve you with a diligent, transparent & process driven approach and
ensure that your money gets the care it deserves.
No experts, only expertise. PMS brought to you by Religare with its
solid reputation of an ethical and scientifc approach to fnancial
management. While we ofer you the services of a Dedicated Relationship
Manager who is at your service 24x7, we do not depend on individual
expertise alone. For you, this means lower risk, higher dependability and
unhindered continuity. Moreover, you are not limited by a particular
individuals investment style.
No hidden profts. We ensure that a part of the broking at Religare
Portfolio Management Services is through external broking houses. This
means that your portfolio is not churned needlessly. Using more broking
frms gives us access to a larger number of reports and analysis,
enabling us to make better, more informed decisions. Furthermore, your
portfolio is customised to suit your investment objectives.
Daily disclosures. Religare Portfolio Management Services gives you
daily updates on your investment. You can pinpoint where your money is
being invested, 24x7, instead of waiting till the end of the month to keep
track.
No charge till you proft*.So sure are we of our approach to Portfolio
Management that we do not charge you for our services, until your
investments start showing proft. With customized investment options
Religare Portfolio Management Services invites you to invest across fve
broad portfolios to suit your investment needs.
Changes through M&A
Religares Asset Management JV with AGEON:
The proposed venture would be able to leverage on the extensive
distribution network of Religare, its local insights, and the strong
processes and global investment expertise of AEGON. Mr. Nanavati,
CEO, Religare AEGON AMC said Both the partners are committed to the
business and the JV will start with an initial equity capital of Rs. 100
crores, as per the Shareholders agreement (as against the minimum
regulatory requirement of Rs. 10 crores). In-line with their existing
business philosophy, the AMC will focus on creating wide reach across
India especially in Tier II and Tier III cities, with an initial target of
opening at least 100 branches in the frst 3 years of operations and
ofering the entire range of products across the clients asset allocation
spectrum.
Religare-IndusInd Bank Join hands:
The tie-up, though a holistic and integrated partnership, will initially
focus on seamlessly ofering Religares internet trading services platform
to the Banks customers, to be eventually followed by a roll-out of the
entire spectrum of Religares services to the Banks customers. The
internet trading facility will be part of a value-added 3-in-1 ofering for
the banks savings account customers, ofering them a savings and a DP
account from the Bank along with an internet trading account, powered
by Religare. Both parties have pledged to work closely and leverage each
others strengths to eventually ensure Customer Delight. Religare with
its state-of-the-art, value-added, 360-degree portal and IndusInd with its
network, ethos and customer-centric approach plan to capitalize on the
fast-growing phenomenon of internet trading and seamlessly cater to the
convenience-and value-seeking, cash-rich and time-poor new-age
consumers.
CHAPTER- 3
CHANGE MANAGEMENT
Change management can be defned as the process of managing
changes that occur because of an event. These changes can be
attributed to technological changes including new processes or
organizational changes including restructuring and mergers.
3.1 Importance Of change management In Religare:
While management design and implement strategies that deliver
improvement in performance, they often neglect one key area for
success. Managing the change Change management is important
because understanding this change and its efect on the
organization and its people minimizes disruptive aspects and
enhances positive opportunities in the change process. These
opportunities can include containing costs, realigning resources
and respond more quickly to customer demands.
3.2 Change management and Consultants:
When employing change management consultants they will
evaluate the organizations business environment and its capacity
to change. It can then help them identify, plan and introduce where
change will need to be implemented. By using experience gained in
dealing with other frms change strategy can provide the beneft of
implementing the change efectively and quickly with strategies to
manage and cope throughout the transition.
3.3 Benefts of hiring consultants:
Provide companies smooth progression from the old situation to
new with minimum disruption to morale, output or image.
Consultants provide executive management and staf support
for morale issues and concerns caused by changes
Consultants help to identify any gaps or problems in existing
change management plan.
Consultants manage public relations so to provide public the
correct perception of the change
3.4 The ADKAR Model Implemented in Religare:
Change management has been developed over a period of time and
one of the models that have played an infuence in change
management is the ADKAR model. ADKAR was a model developed
by Prosci. In this model, there are fve specifc stages that must be
realized in order for an organization or an individual to successfully
change. They include:
Awareness - An individual or organization must know why a
specifc change or series of changes are needed.As it is to
creat awareness among the staf of the company that as
there is no HR department in the company.So it is would be
best if there is a HR department in the company.By getting a
HR department in the company the employee would be best
guided and promoted by the HR persons.So that can get the
best training and development session,reward and
recognision,performance appraisal,and also the attrition rate
would also be lesser.
Hence, for the training and all the industry or corporation
awareness is the must.
The leadership skill,interpersonal skill,systematic thinking
and understanding performance ,knowledge of intervention
all these things are to be considered for the betterment of the
employees.
Desire - Either the individual or organizational members must
have the motivation and desire to participate in the called for
change or changes .After creating the awareness among the
employees regarding the change ,it is to be observed that whether
there is a desire with in them or not. That means it is the employee
who will be benefted by the process afterwards.Hence they should
take the initiative for the change in at the company and take the
further steps for the betterment of the process.
Knowledge - Knowing why one must change is not enough; an
individual or organization must know how to change. In Religare
learning knowledge include the following characterstics.
A belief that system thinking is fundamental.
A climate that encourages, rewards & enhances indivisual &
collective learning.
A view that holds surprise, mistake & failure as learning
oppurtunity.
The team mission is for the staf.
Faith without knowledge & vision is merely presumption.
Without initiative, knowledge, vision & faith are just a dream.
To aquare knowledge there must be vision & creation. Knowledge is
fundamental to vision. For this the Religare team has to be an
unifxed mission.
Ability - Every individual and organization that truly wants to
change must implement new skills and behaviors to make the
necessary changes happen.
Again one thing is to be observed in the company that is the
attrition rate is to be reduceded. If the attrition rate is 30%, it is
both a negative sign for the company & the employees. Like the
company is investing a cost for the advertisement for the
recuitment process of the candidate, hiring the consultant for the
suggestion, getting done the interview again paying salary to the
empolyees after recuitment them & the training & all for them.
For all this, the company is paying a lot bur again after nine
month to one year the employee are shifting from the existing
company to the other. So for all this the existing company like
Religare is lossing a lot. But if in this case a pre-planned HR
department is there everything should get normal & attrition rate
also may decrease from 30% to 20%.
The cost of employee turn over is 40% - 100% of an employees
anuual salary.
The lost productivity, recuitement cost, training cost, reduced
efeciency in transition & time should be under observation.
Empolyee attrition is running wild todays tight labor market.
However the companies that keeps their employees have found that
but matters most is not the pay, beneft or perks but the quality of
the relationship between there empolyee & their direct supervisior.
Reinforcement - Individuals and organizations must be reinforced
to sustain any changes making them the new behavior, if not; an
individual or organization will probably revert back to their old
behavior.
Organizational Change Management In Religare:
Organizational change management takes into consideration both
the processes and tools that managers use to make changes at an
organizational level. Most organizations want change implemented
with the least resistance and with the most buy-in as possible. For
this to occur, change must be applied with a structured approach
so that transition from one type of behavior to another organization
wide will be smooth.
Management's Role in the Organizational Change
In most cases, management's frst responsibility is to identify
processes or behaviors that are not profcient and come up with
new behaviors, processes, etc that are more efective within an
organization. Once changes are identifed, it is important for
managers to estimate the impact that they will have to the
organization and individual employee on many levels including
technology, employee behavior, work processes, etc.
At this point management should assess the employee's reaction to
an implemented change and try to understand the reaction to it. In
many cases, change can be extremely benefcial with lots of
positives; however certain changes do sometimes produce a
tremendous amount of resistance. It is the job of management to
help support workers through the process of these changes, which
are at times very difcult. The end result is that management must
help employees accept change and help them become well adjusted
and efective once these changes have been implemented.
In thinking about what is meant by change management, at least
four basic defnitions come to mind:
1. The task of managing change.
2. An area of professional practice.
3. A body of knowledge.
4. A control mechanism.
The Task of Managing Change
The frst and most obvious defnition of change management is
that the term refers to the task of managing change. The obvious is
not necessarily unambiguous. Managing change is itself a term
that has at least two meanings.
One meaning of managing change refers to the making of changes
in a planned and managed or systematic fashion. The aim is to more
efectively implement new methods and systems in an ongoing
organization. The changes to be managed lie within and are
controlled by the organization. (Perhaps the most familiar instance
of this kind of change is the change control aspect of information
systems development projects.). However, these internal changes
might have been triggered by events originating outside the
organization, in what is usually termed the environment. Hence,
the second meaning of managing change, namely, the response to
changes over which the organization exercises little or no control (e.g.,
legislation, social and political upheaval, the actions of competitors,
shifting economic tides and currents, and so on). Researchers and
practitioners alike typically distinguish between a knee-jerk or
reactive response and an anticipative or proactive response.
An Area of Professional Practice
The second defnition of change management is "an area of
professional practice."
There are dozens, if not hundreds, of independent consultants who
will quickly and proudly proclaim that they are engaged in planned
change, that they are change agents, that they manage change for
their clients, and that their practices are change management
practices. There are numerous small consulting frms whose
principals would make these same statements about their frms.
And, of course, most of the major management consulting frms
have a change management practice area.
Some of these change management experts claim to help clients
manage the changes they face the changes happening to them.
Others claim to help clients make changes. Still others ofer to help
by taking on the task of managing changes that must be made. In
almost all cases, the process of change is treated separately from
the specifcs of the situation. It is expertise in this task of
managing the general process of change that is laid claim to by
professional change agents.
A Body of Knowledge
Stemming from the view of change management as an area of
professional practice there arises yet a third defnition of change
management: the content or subject matter of change management.
This consists chiefy of the models, methods and techniques, tools,
skills and other forms of knowledge that go into making up any
practice.
The content or subject matter of change management is drawn from
psychology, sociology, business administration, economics,
industrial engineering, systems engineering and the study of
human and organizational behavior. For many practitioners, these
component bodies of knowledge are linked and integrated by a set
of concepts and principles known as General Systems Theory
(GST). It is not clear whether this area of professional practice
should be termed a profession, a discipline, an art, a set of
techniques or a technology. For now, sufce it to say that there is a
large, reasonably cohesive albeit somewhat eclectic body of
knowledge underlying the practice and on which most practitioners
would agree even if their application of it does exhibit a high
degree of variance.
A Control Mechanism
For many years now, Information Systems groups have tried to rein
in and otherwise ride herd on changes to systems and the
applications that run on them. For the most part, this is referred
to as version control and most people in the workplace are
familiar with it. In recent years, systems people have begun to refer
to this control mechanism as change management and
"confguration management." Moreover, similar control mechanisms
exist in other areas. Chemical processing plants, for example, are
required by OSHA to satisfy some exacting requirements in the
course of making changes. These fall under the heading of
Management of Change or MOC.
CHAPTER - 4
CONTENT AND PROCESS Of Change Management:
Organizations are highly specialized systems and there are many
diferent schemes for grouping and classifying them. Some are said
to be in the retail business, others are in manufacturing, and still
others confne their activities to distribution. Some are proft-
oriented and some are not for proft. Some are in the public sector
and some are in the private sector. Some are members of the
fnancial services industry, which encompasses banking,
insurance, and brokerage houses. Others belong to the automobile
industry, where they can be classifed as original equipment
manufacturers (OEM) or after-market providers. Some belong to the
health care industry, as providers, as insureds or as insurers.
Many are regulated, some are not. Some face stif competition,
some do not. Some are foreign-owned and some are foreign-based.
Some are corporations, some are partnerships, and some are sole
proprietorships. Some are publicly held and some are privately
held. Some have been around a long time and some are newcomers.
Some have been built up over the years while others have been
pieced together through mergers and acquisitions. No two are
exactly alike.
The preceding paragraph points out that the problems found in
organizations, especially the change problems, have both a content
and a process dimension. It is one thing, for instance, to introduce
a new claims processing system in a functionally organized health
insurer. It is quite another to introduce a similar system in a health
insurer that is organized along product lines and market segments.
It is yet a diferent thing altogether to introduce a system of equal
size and signifcance in an educational establishment that relies on
a matrix structure. The languages spoken difer. The values difer.
The cultures difer. And, at a detailed level, the problems difer.
However, the overall processes of change and change management
remain pretty much the same, and it is this fundamental similarity
of the change processes across organizations, industries, and
structures that makes change management a task, a process, and
an area of professional practice.
4.1 The Change Process
The Change Process as Unfreezing, Changing and Refreezing
The process of change has been characterized as having three basic
stages: unfreezing, changing, and re-freezing. This view draws
heavily on Kurt Lewins adoption of the systems concept of
homeostasis or dynamic stability.
What is useful about this framework is that it gives rise to thinking
about a staged approach to changing things. Looking before you
leap is usually sound practice.
What is not useful about this framework is that it does not allow for
change eforts that begin with the organization in extremis (i.e.,
already unfrozen), nor does it allow for organizations faced with
the prospect of having to hang loose for extended periods of time
(i.e., staying unfrozen).
In other words, the beginning and ending point of the unfreeze-
change-refreeze model is stability which, for some people and
some organizations, is a luxury. For others, internal stability spells
disaster. A tortoise on the move can overtake even the fastest hare if
that hare stands still.
4.2 The Change Process as Problem Solving and Problem
Finding
A very useful framework for thinking about the change process is
problem solving. Managing change is seen as a matter of moving
from one state to another, specifcally, from the problem state to the
solved state. Diagnosis or problem analysis is generally
acknowledged as essential. Goals are set and achieved at various
levels and in various areas or functions. Ends and means are
discussed and related to one another. Careful planning is
accompanied by eforts to obtain buy-in, support and commitment.
The net efect is a transition from one state to another in a planned,
orderly fashion. This is the planned change model.
The word problem carries with it connotations that some people
prefer to avoid. They choose instead to use the word opportunity.
For such people, a problem is seen as a bad situation, one that
shouldnt have been allowed to happen in the frst place, and for
which someone is likely to be punished if the guilty party (or a
suitable scapegoat) can be identifed. For the purposes of this
paper, we will set aside any cultural or personal preferences
regarding the use of problem or opportunity. From a rational,
analytical perspective, a problem is nothing more than a situation
requiring action but in which the required action is not known.
Hence, there is a requirement to search for a solution, a course of
action that will lead to the solved state. This search activity is
known as problem solving.
From the preceding discussion, it follows that problem fnding is
the search for situations requiring action. Whether we choose to
call these situations problems (because they are troublesome or
spell bad news), or whether we choose to call them opportunities
(either for reasons of political sensitivity or because the time is ripe
to exploit a situation) is immaterial. In both cases, the practical
matter is one of identifying and settling on a course of action that
will bring about some desired and predetermined change in the
situation.
The Change Problem
At the heart of change management lies the change problem, that
is, some future state to be realized, some current state to be left
behind, and some structured, organized process for getting from
the one to the other. The change problem might be large or small in
scope and scale, and it might focus on individuals or groups, on
one or more divisions or departments, the entire organization, or
one or on more aspects of the organizations environment.
At a conceptual level, the change problem is a matter of moving
from one state (A) to another state (A). Moving from A to A is
typically accomplished as a result of setting up and achieving three
types of goals: transform, reduce, and apply. Transform goals are
concerned with identifying diferences between the two states.
Reduce goals are concerned with determining ways of eliminating
these diferences. Apply goals are concerned with putting into play
operators that actually efect the elimination of these diferences
(see Newell & Simon).
As the preceding goal types suggest, the analysis of a change
problem will at various times focus on defning the outcomes of the
change efort, on identifying the changes necessary to produce
these outcomes, and on fnding and implementing ways and means
of making the required changes. In simpler terms, the change
problem can be treated as smaller problems having to do with the
how, what, and why of change.
Change as a How Problem
The change problem is often expressed, at least initially, in the form
of a how question. How do we get people to be more open, to
assume more responsibility, to be more creative? How do we
introduce self-managed teams in Department W? How do we
change over from System X to System Y in Division Z? How do we
move from a mainframe-centered computing environment to one
that accommodates and integrates PCs? How do we get this
organization to be more innovative, competitive, or productive? How
do we raise more efective barriers to market entry by our
competitors? How might we more tightly bind our suppliers to us?
How do we reduce cycle times? In short, the initial formulation of a
change problem is means-centered, with the goal state more or less
implied. There is a reason why the initial statement of a problem is
so often means-centered and we will touch on it later. For now, lets
examine the other two ways in which the problem might be
formulated as what or as why questions.
Change as a What Problem
As was pointed out in the preceding section, to frame the change
efort in the form of how questions is to focus the efort on
means. Diagnosis is assumed or not performed at all.
Consequently, the ends sought are not discussed. This might or
might not be problematic. To focus on ends requires the posing of
what questions. What are we trying to accomplish? What changes
are necessary? What indicators will signal success? What
standards apply? What measures of performance are we trying to
afect?
Change as a Why Problem
Ends and means are relative notions, not absolutes; that is, something is
an end or a means only in relation to something else. Thus, chains and
networks of ends-means relationships often have to be traced out before
one fnds the true ends of a change efort. In this regard, why
questions prove extremely usefu
CHAPTER-5
Four Basic Change Management Strategies
Strategy Description

Empirical-
Rational
People are rational and will follow their self-
interest once it is revealed to them.
Change is based on the communication of
information and the profering of incentives.

Normative-
Reeducative
People are social beings and will adhere to
cultural norms and values. Change is based
on redefning and reinterpreting existing
norms and values, and developing
commitments to new ones.

Power-Coercive People are basically compliant and will
generally do what they are told or can be
made to do. Change is based on the exercise
of authority and the imposition of sanctions.

Strategy Description

Environmental-
Adaptive
People oppose loss and disruption but they
adapt readily to new circumstances. Change
is based on building a new organization and
gradually transferring people from the old
one to the new one.
5.1 Factors in Selecting A Change Strategy
Generally speaking, there is no single change strategy. You can
adopt a general or what is called a "grand strategy" but, for any
given initiative, you are best served by some mix of strategies.
Which of the preceding strategies to use in your mix of strategies is
a decision afected by a number of factors. Some of the more
important ones follow.
Degree of Resistance. Strong resistance argues for a
coupling of Power-Coercive and Environmental-Adaptive
strategies. Weak resistance or concurrence argues for a
combination of Empirical-Rational and Normative-
Reeducative strategies.
Target Population. Large populations argue for a mix of all
four strategies, something for everyone so to speak.
The Stakes. High stakes argue for a mix of all four strategies.
When the stakes are high, nothing can be left to chance.
The Time Frame. Short time frames argue for a Power-
Coercive strategy. Longer time frames argue for a mix of
Empirical-Rational, Normative-Reeducative, and
Environmental-Adaptive strategies.
Expertise. Having available adequate expertise at making
change argues for some mix of the strategies outlined above.
Not having it vailable argues for reliance on the power-coercive
strategy.
Dependency. This is a classic double-edged sword. If the
organization is dependent on its people, management's ability
to command or demand is limited. Conversely, if people are
dependent upon the organization, their ability to oppose or
resist is limited. (Mutual dependency almost always signals a
requirement for some level of negotiation.)
5.2 HANDLING CHANGE MANAGEMENT
The honest answer is that you manage it pretty much the same way
youd manage anything else of a turbulent, messy, chaotic nature,
that is, you dont really manage it, you grapple with it. Its more a
matter of leadership ability than management skill.
The frst thing to do is jump in. You cant do anything about it
from the outside.
A clear sense of mission or purpose is essential. The simpler
the mission statement the better. Kick ass in the
marketplace is a whole lot more meaningful than Respond
to market needs with a range of products and services that
have been carefully designed and developed to compare so
favorably in our customers eyes with the products and
services ofered by our competitors that the majority of
buying decisions will be made in our favor.
Build a team. Lone wolves have their uses, but managing
change isnt one of them. On the other hand, the right kind of
lone wolf makes an excellent temporary team leader.
Maintain a fat organizational team structure and rely on
minimal and informal reporting requirements.
Pick people with relevant skills and high energy levels. Youll
need both.
Toss out the rulebook. Change, by defnition, calls for a
confgured response, not adherence to prefgured routines.
Shift to an action-feedback model. Plan and act in short
intervals. Do your analysis on the fy. No lengthy up-front
studies, please. Remember the hare and the tortoise.
Set fexible priorities. You must have the ability to drop what
youre doing and tend to something more important.
Treat everything as a temporary measure. Dont lock in until
the last minute, and then insist on the right to change your
mind.
Ask for volunteers. Youll be surprised at who shows up. Youll
be pleasantly surprised by what they can do.
Find a good straw boss or team leader and stay out of his or
her way.
Give the team members whatever they ask for except
authority. Theyll generally ask only for what they really need
in the way of resources. If they start asking for authority,
thats a signal theyre headed toward some kind of power-
based confrontation and that spells trouble. Nip it in the bud!
Concentrate dispersed knowledge. Start and maintain an
issues logbook. Let anyone go anywhere and talk to anyone
about anything. Keep the communications barriers low,
widely spaced, and easily hurdled. Initially, if things look
chaotic, relax they are.
The task of change management is to bring order to a messy
situation, not pretend that its already well organized and
disciplined.
5.3 Responsibility for managing change
The employee does not have a responsibility to manage change - the
employee's responsibility is no other than to do their best, which is
diferent for every person and depends on a wide variety of factors
(health, maturity, stability, experience, personality, motivation, etc).
Responsibility for managing change is with management and
executives of the organisation - they must manage the change in a
way that employees can cope with it. The manager has a
responsibility to facilitate and enable change, and all that is implied
within that statement, especially to understand the situation from
an objective standpoint (to 'step back', and be non-judgemental),
and then to help people understand reasons, aims, and ways of
responding positively according to employees' own situations and
capabilities. Increasingly the manager's role is to interpret,
communicate and enable - not to instruct and impose, which
nobody really responds to well.
5.4 John P Potters 'eight steps to successful
change'Adopted By Religare:
John Potters highly regarded books 'Leading Change' (1995) and
the follow-up 'The Heart Of Change' (2002) describe a helpful model
for understanding and managing change. Each stage acknowledges
a key principle identifed by Kotter relating to people's response and
approach to change, in which people see, feel and then change
.Potters eight step change model can be summarised as:
1.Increase urgency - inspire people to move, make objectives
real and relevant.
2.Build the guiding team - get the right people in place with
the right emotional commitment, and the right mix of skills
and levels.
3.Get the vision right - get the team to establish a simple
vision and strategy, focus on emotional and creative aspects
necessary to drive service and efciency.
4.Communicate for buy-in - Involve as many people as
possible, communicate the essentials, simply, and to appeal
and respond to people's needs. De-clutter communications -
make technology work for you rather than against.
5.Empower action - Remove obstacles, enable constructive
feedback and lots of support from leaders - reward and
recognise progress and achievements.
6.Create short-term wins - Set aims that are easy to achieve -
in bite-size chunks. Manageable numbers of initiatives. Finish
current stages before starting new ones.
7.Don't let up - Foster and encourage determination and
persistence - ongoing change - encourage ongoing progress
reporting - highlight achieved and future milestones.
8.Make change stick - Reinforce the value of successful change
via recruitment, promotion, new change leaders. Weave
change into culture.
CHAPTER-6
10 Principles of Change Management
Tools and techniques to help companies transform quickly
No single methodology fts every company, but there is a set of
practices, tools, and techniques that can be adapted to a variety of
situations. What follows is a Top 10 list of guiding principles for
change management. Using these as a systematic, comprehensive
framework, executives can understand what to expect, how to
manage their own personal change, and how to engage the entire
organization in the process.
1. Address the human side systematically. Any signifcant
transformation creates people issues. New leaders will be asked to
step up, jobs will be changed, new skills and capabilities must be
developed, and employees will be uncertain and resistant. Dealing
with these issues on a reactive, case-by-case basis puts speed,
morale, and results at risk. A formal approach for managing change
beginning with the leadership team and then engaging key
stakeholders and leaders should be developed early, and adapted
often as change moves through the organization. This demands as
much data collection and analysis, planning, and implementation
discipline as does a redesign of strategy, systems, or processes. The
change-management approach should be fully integrated into
program design and decision making, both informing and enabling
strategic direction. It should be based on a realistic assessment of
the organizations history, readiness, and capacity to change.
2. Start at the top. Because change is inherently unsettling for
people at all levels of an organization, when it is on the horizon, all
eyes will turn to the CEO and the leadership team for strength,
support, and direction. The leaders themselves must embrace the
new approaches frst, both to challenge and to motivate the rest of
the institution. They must speak with one voice and model the
desired behaviors. The executive team also needs to understand
that, although its public face may be one of unity, it, too, is
composed of individuals who are going through stressful times and
need to be supported.
Executive teams that work well together are best positioned for
success. They are aligned and committed to the direction of change,
understand the culture and behaviors the changes intend to
introduce, and can model those changes themselves. At one large
transportation company, the senior team rolled out an initiative to
improve the efciency and performance of its corporate and feld
staf before addressing change issues at the ofcer level. The
initiative realized initial cost savings but stalled as employees began
to question the leadership teams vision and commitment. Only
after the leadership team went through the process of aligning and
committing to the change initiative was the work force able to
deliver downstream results.
3. Involve every layer. As transformation programs progress from
defning strategy and setting targets to design and implementation,
they afect diferent levels of the organization. Change eforts must
include plans for identifying leaders throughout the company and
pushing responsibility for design and implementation down, so that
change cascades through the organization. At each layer of the
organization, the leaders who are identifed and trained must be
aligned to the companys vision, equipped to execute their specifc
mission, and motivated to make change happen.
A major multiline insurer with consistently fat earnings decided to
change performance and behavior inpreparation for going public.
The company followed this cascading leadership methodology,
training and supporting teams at each stage. First, 10 ofcers set
the strategy, vision, and targets. Next, more than 60 senior
executives and managers designed the core of the change initiative.
Then 500 leaders from the feld drove implementation. The
structure remained in place throughout the change program, which
doubled the companys earnings far ahead of schedule. This
approach is also a superb way for a company to identify its next
generation of leadership.
4. Make the formal case. Individuals are inherently rational and
will question to what extent change is needed, whether the
company is headed in the right direction, and whether they want to
commit personally to making change happen. They will look to the
leadership for answers. The articulation of a formal case for change
and the creation of a written vision statement are invaluable
opportunities to create or compel leadership-team alignment.
Three steps should be followed in developing the case: First,
confront reality and articulate a convincing need for change.
Second, demonstrate faith that the company has a viable future
and the leadership to get there. Finally, provide a road map to guide
behavior and decision making. Leaders must then customize this
message for various internal audiences, describing the pending
change in terms that matter to the individuals.
A consumer packaged-goods company experiencing years of
steadily declining earnings determined that it needed to
signifcantly restructure its operations instituting, among other
things, a 30 percent work force reduction to remain competitive.
In a series of ofsite meetings, the executive team built a brutally
honest business case that downsizing was the only way to keep the
business viable, and drew on the companys proud heritage to craft
a compelling vision to lead the company forward. By confronting
reality and helping employees understand the necessity for change,
leaders were able to motivate the organization to follow the new
direction in the midst of the largest downsizing in the companys
history. Instead of being shell-shocked and demoralized, those who
stayed felt a renewed resolve to help the
5. Create ownership. Leaders of large change programs must
overperform during the transformation and be the zealots who
create a critical mass among the work force in favor of change. This
requires more than mere buy-in or passive agreement that the
direction of change is acceptable. It demands ownership by leaders
willing to accept responsibility for making change happen in all of
the areas they infuence or control. Ownership is often best created
by involving people in identifying problems and crafting solutions. It
is reinforced by incentives and rewards. These can be tangible (for
example, fnancial compensation) or psychological (for example,
camaraderie and a sense of shared destiny).
At a large health-care organization that was moving to a shared-
services model for administrative support, the frst department to
create detailed designs for the new organization was human
resources. Its personnel worked with advisors in cross-functional
teams for more than six months. But as the designs were being
fnalized, top departmental executives began to resist the move to
implementation. While agreeing that the work was top-notch, the
executives realized they hadnt invested enough individual time in
the design process to feel the ownership required to begin
implementation. On the basis of their feedback, the process was
modifed to include a deep dive. The departmental executives
worked with the design teams to learn more, and get further
exposure to changes that would occur. This was the turning point;
the transition then happened quickly. It also created a forum for
top executives to work as a team, creating a sense of alignment and
unity that the group hadnt felt before.
6. Communicate the message. Too often, change leaders make the
mistake of believing that others understand the issues, feel the
need to change, and see the new direction as clearly as they do. The
best change programs reinforce core messages through regular,
timely advice that is both inspirational and practicable.
Communications fow in from the bottom and out from the top, and
are targeted to provide employees the right information at the right
time and to solicit their input and feedback. Often this will require
over communication through multiple, redundant channels.
In the late 1990s, the commissioner of the Internal Revenue
Service, Charles O. Rossotti, had a vision: The IRS could treat
taxpayers as customers and turn a feared bureaucracy into a
world-class service organization. Getting more than 100,000
employees to think and act diferently required more than just
systems redesign and process change. IRS leadership designed and
executed an ambitious communications program including daily
voice mails from the commissioner and his top staf, training
sessions, videotapes, newsletters, and town hall meetings that
continued through the transformation. Timely, constant, practical
communication was at the heart of the program, which brought the
IRSs customer ratings from the lowest in various surveys to its
current ranking above the likes of McDonalds and most airlines.
7. Assess the cultural landscape. Successful change programs
pick up speed and intensity as they cascade down, making it
critically important that leaders understand and account for
culture and behaviors at each level of the organization. Companies
often make the mistake of assessing culture either too late or not at
all. Thorough cultural diagnostics can assess organizational
readiness to change, bring major problems to the surface, identify
conficts, and defne factors that can recognize and infuence
sources of leadership and resistance. These diagnostics identify the
core values, beliefs, behaviors, and perceptions that must be taken
into account for successful change to occur. They serve as the
common baseline for designing essential change elements, such as
the new corporate vision, and building the infrastructure and
programs needed to drive change.
8. Address culture explicitly. Once the culture is understood, it
should be addressed as thoroughly as any other area in a change
program. Leaders should be explicit about the culture and
underlying behaviors that will best support the new way of doing
business, and fnd opportunities to model and reward those
behaviors. This requires developing a baseline, defning an explicit
end-state or desired culture, and devising detailed plans to make
the transition.
Company culture is an amalgam of shared history, explicit values
and beliefs, and common attitudes and behaviors. Change
programs can involve creating a culture (in new companies or those
built through multiple acquisitions), combining cultures (in
mergers or acquisitions of large companies), or reinforcing cultures
(in, say, long-established consumer goods or manufacturing
companies). Understanding that all companies have a cultural
center the locus of thought, activity, infuence, or personal
identifcation is often an efective way to jump-start culture
change.
A consumer goods company with a suite of premium brands
determined that business realities demanded a greater focus on
proftability and bottom-line accountability. In addition to
redesigning metrics and incentives, it developed a plan to
systematically change the companys culture, beginning with
marketing, the companys historical center. It brought the
marketing staf into the process early to create enthusiasts for the
new philosophy who adapted marketing campaigns, spending
plans, and incentive programs to be more accountable. Seeing
these culture leaders grab onto the new program, the rest of the
company quickly fell in line.
9. Prepare for the unexpected. No change program goes
completely according to plan. People react in unexpected ways;
areas of anticipated resistance fall away; and the external
environment shifts. Efectively managing change requires continual
reassessment of its impact and the organizations willingness and
ability to adopt the next wave of transformation. Fed by real data
from the feld and supported by information and solid decision-
making processes, change leaders can then make the adjustments
necessary to maintain momentum and drive results.
A leading U.S. health-care company was facing competitive and
fnancial pressures from its inability to react to changes in the
marketplace. A diagnosis revealed shortcomings in its
organizational structure and governance, and the company decided
to implement a new operating model. In the midst of detailed
design, a new CEO and leadership team took over. The new team
was initially skeptical, but was ultimately convinced that a solid
case for change, grounded in facts and supported by the
organization at large, existed. Some adjustments were made to the
speed and sequence of implementation, but the fundamentals of
the new operating model remained unchanged.
10. Speak to the individual. Change is both an institutional
journey and a very personal one. People spend many hours each
week at work; many think of their colleagues as a second family.
Individuals (or teams of individuals) need to know how their work
will change, what is expected of them during and after the change
program, how they will be measured, and what success or failure
will mean for them and those around them. Team leaders should be
as honest and explicit as possible. People will react to what they see
and hear around them, and need to be involved in the change
process. Highly visible rewards, such as promotion, recognition,
and bonuses, should be provided as dramatic reinforcement for
embracing change. Sanction or removal of people standing in the
way of change will reinforce the institutions commitment.
Most leaders contemplating change know that people matter. It is
all too tempting, however, to dwell on the plans and processes,
which dont talk back and dont respond emotionally, rather than
face up to the more difcult and more critical human issues. But
mastering the soft side of change management neednt be a
mystery.
CHAPTER-7
Change Management features and benefts
Change Management helps you manage, audit and coordinate
simple and complex change projects across your IT environment.
You can fully customize the fow of activities in a change workfow
and ensure that tasks are completed in the right order by the right
people.
Change Management is a process-based tool to address the domain
of change management as defned by ITIL. Using the fexible
capabilities of this tool, you can manage change in an orderly,
efcient way. You can:
Design and implement efcient procedures for the
distribution and installation of changes to IT systems.
Ensure that the confguration items (CIs) being changed are
traceable and secure.
Create RFC types that represent the kinds of changes that
occur in your environment.
Create process workfow templates that contain the specifc
steps that are required for your RFC types.
Assign roles to ensure that a change process workfow is
started, managed, and implemented by the right people in
your organization.
If you have Release Process Manager installed, coordinate
between the change and release processes to assign RFCs to
releases.
Plan your change implementations to include specifc tasks
that are appropriate for each change.
For every CI that is being changed, view a timeline of the
change, along with information about the associated RFC and
the impact of the change on business systems, business
applications, and service-level agreements (SLAs).
Verify change history for audit and compliance purposes.
Properly assess the impact of a change.
Achieve complete visibility into which CIs have changed
The change process begins when a Change Requester submits an
RFC. A Change Manager accepts and categorizes the new RFC,
applying a process workfow template to organize and manage the
workfow. The workfow consists of activities, each of which
contains one or more tasks.
The following fgure illustrates the change process and provides
basic information about the roles that are involved in each step.
Processworkfowtemplates
When a newly submitted RFC is accepted and categorized, the
Change Manager who performs this step associates a process
workfow template with the change. This template sets forth
the activities and tasks that are required to complete the
change.
RFCStates
As an RFC progresses through the activities and tasks of the
workfow, it changes state when key actions, such as
acceptance, approval, and implementation, are performed.
These topics list and describe RFC states.
t's said that the only constant in the world is change. One can make a
great plan, but you can't account for every potential change that may
occur. The longer your project is, the more likely one'll be dealing with
changes. Since it can't predict every change, the best that one can do is
that manage the changes that do happen.
There are three aspects of change that can occur on a project.
7.1. Scope change
This is the most important change to manage. Scope is defned at two
levels -- high-level scope describes the boundaries of the project and the
major deliverables to be built; Low-level scope is defned through your
approved requirements.
The purpose of scope change management is to identify change and
manage it efectively. It also protects the project team from changes made
after the commitments to schedule and budget are agreed to. In other
words, the project team committed to a deadline and budget based on
the high-level and detailed scope defnition. If the deliverables change
during the project (and usually this means that the client wants
additional items), the estimates for cost, efort, and duration may no
longer be valid. If the sponsor agrees to include the new work into the
project scope, the project manager has the right to expect that the
current budget and deadline will be modifed (usually increased) to refect
this additional work. This process ultimately brings the appropriate
information to the project sponsor and allows the sponsor to decide if the
modifcation should be approved based on the business value and the
impact to the project in terms of cost and schedule.
7.2. Confguration change.
Confguration management is the the identifcation, tracking and
managing of all the assets of a project, and the characteristics (metadata)
of the assets. (In some organizations this process is more narrowly
defned to mean only the management of the physical assets.) In most
projects, confguration management doesn't come into play. However if
your project uses or builds a large number of components, parts,
artifacts, equipment, and so on, confguration change management could
be very important.
7.3. All other changes.
Your project may experience changes that don't necessarily fall under
scope change management or confguration management. These changes
can be grouped into a general change management category. For
instance, let's say one of your team members leaves and needs to be
replaced. This would not be an example of scope change or confguration
change. It's a general change. In this case, you may need to document
the fact that a resource change occurred, determine the impact of the
change, and put a plan in place to manage the change. In many respects,
you'll follow a similar process to that of a scope change request.
One of the key diferences between general change management and
scope change management is that you expect that if a scope change is
requested and approved, you will change your budget and schedule to
accommodate the change. You should not have that same expectation for
non-scope related changes. For example, in the example above when a
team member needed to be replaced, there was defnitively a change, and
there will probably be an impact on the project. However, there is no
expectation that this change will result in an approved schedule or
budget change.
As a project manager, you should focus on making sure that you manage
scope change, which is a primary culprit when projects have problems.
However, you should be aware that your project may need to have a
confguration management and general change management process as
well. Managing all these aspects of change may save you countless hours
of trouble.
The six levers of change
Markets & customers
Products & services
Organisation
Processes
People & culture
Technology
So, to the six organisational dimensions.
Broadly, there are six dimensions to any organisation
- Products and services
- Markets & Customers
- Organisation
- People and culture
- Processes
- Technology / systems
So far so simple but, what is often overlooked is that change in one
dimension will
usually lead to change in one or more of the other dimensions.
In an IT implementation, technology, as a lever of change, must interact
with all
others in order to achieve sustainable performance improvements over
the long
term.
A system implementation will come up against a companys culture. A
technology
project on the scale of a company-wide Oracle or SAP implementation is
not just a
technical event, it is a cultural event.
Guiding principles of managing people through change
Use all the levers of change
Understand how people will respond to change
Summon a strong mandate and build a powerful
case for change
Know your stakeholders
Communicate
Involve people
Lead
Build skills
In the time available, I think these headings broadly cover the areas you
simply have to have
covered when thinking about the people dimension of change projects.
The areas are:
1. Use all the levers of change. Technology is only one lever of
organisational change. I will talk
about the other fve levers and how they are all pretty much
interdependent.
2. Understand how people respond to change. I will talk about how
individuals respond to change,
based on research carried out into bereavement counselling, now theres
one to look forward to. Just
knowing how people might react is a signifcant step in managing that
reaction more efectively.
3. Summon a strong mandate and build the case for change. I will talk
about the importance of drive
and focus, and of actually selling the need for change to those who will
be afected by it.
4. Stakeholder management. I will talk about who they might be, and
present a model for tracking
and managing them throughout the lifecycle of the project.
5. Communicate. Speaks for itself but we will look at the appropriateness
of some of the methods in
more detail.
6. Involvement. The holy grail of change managers.
7. Leadership. Without this, I think youll agree, projects are sunk.
8. Skills. A run through of the importance of skilling people up, not just
technically, but
behaviourally too.
The six levers of change
Markets & customers
Products & services
Organisation
Processes
People & culture
Technology
So, to the six organisational dimensions.
Broadly, there are six dimensions to any organisation
- Products and services
- Markets & Customers
- Organisation
- People and culture
- Processes
- Technology / systems
So far so simple but, what is often overlooked is that change in one
dimension will
usually lead to change in one or more of the other dimensions.
In an IT implementation, technology, as a lever of change, must interact
with all
others in order to achieve sustainable performance improvements over
the long
term.
A system implementation will come up against a companys culture. A
technology
project on the scale of a company-wide Oracle or SAP implementation is
not just a
technical event, it is a cultural event.
CHAPTER-8
QUESTIONNAIRE
(Data collected would be kept confdential and used for my survey
only)
1.How much number of employees is working here?
2.How you make the division of employee?
3.Have you used change management system in Religare?
4.What is the importance of change management system in
Religare
5.What are the modern methods of change management
system in Religare?
6.What are the procedures or process of evaluation?
7.Defne the impact of change management system in
productivity?
8.Is it costlier for your organization?
9.Have you adopt any new innovative methods for change
management system?
10.Are the employees satisfed by the change management
methods used by your organization?
CHAPTER-9

CONCLUSION:
9.1 Suggestion for Change Management:
Build your companys values into your form.
Assure ongoing communication during development.
Train all employees.
Use the result.
Monitor and revise the program.
9.2 FINDINGS
By evaluating the change management methods of Religare. We found
that change management carried by the organization Religare has proved
to be benefcial for increasing the productivity of the organization. They
used diferent methods of performance appraisal and mostly used
traditional methods of change management . The increasing number of
productivity and man power of the organization it is due to change
management methods. They design good change management methods
according to work culture of their organization.
9.3 CONCLUSION
change management carried by the organization Religare has
proved to be benefcial for increasing the productivity of the
organization. The diferent types of change management used in the
organization and diferent incentives scheme provided to the
organization under change management has led to boost the activity
the employees there by increasing the production of the organization.
As change management method is the best and efective evolution tool
to evaluate the performance of employee of any organization so
Religare also use change management methods to evaluate its
employee. change management is a means of telling a subordinate
how he is doing and a suggesting needed change in his behavior,
attitude, skills or job knowledge letting him know where he stands
with the boss and is also being increasingly used as a basis for the
coaching and counseling of the individual by the supervisors.
Bibliography
Books Referred:
Journal
Article about Performance Appraisal system published by
times of India
Human Resource Book
Companys Manuals
Study Book of ICFAI
Web Portals Visited:
www.mahanadicoal.nic.in
www.google.co.in
www.wikipedia.com

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