Afreen HR Project

A PROJECT REPORT ON
“CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING -

BSNL”
UNDERTAKEN AT
BHARAT SANCHAR NIGAM LIMITED
,BIJAPUR
Submitted in partial fulfillment of the requirements of the MBA Degree
Course of SIKKIM MANIPAL UNIVERSITY
Submitted By:
AFREEN A PATEL
SEAT NO: 520943313
UNDER THE GUIDANCE OF
INTERNAL GUIDE EXTERNAL GUIDE

Mr.Jameel Ahamed Punekar Mr. A.N.Kadwadkar
Declaration
I, hereby declare that the study conducted on “change management in the public sector
undertaking ”at Bharat Sanchar Nigam Limited
, Bijapur is a record of independent work carried out by me towards the practical fulfillment of
the requirement of the MBA course of SIKKIM MANIPAL UNIVERSITY
The data compiled in this project is genuine. I have duly acknowledged the information taken by
me from external sources at the required places.
Place:Bijapur
Date: Afreen. A. Patel
SEAT NO:520943313
CERTIFICATE
This is to certify that Miss AFREEN PATEL has satisfactorily completed her Major Concurrent
Project “CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING” at
Bharat Sanchar Nigam Limited
, Bijapur as per the requirement of Master of Business Administration course in the academic
year 2007-2008.
Mentor Director
(Prof. P.M. Kulkarni

) (Dr.PoornimaCharanthimath)
Acknowledgement
Culmination of a project report is the stage that transforms a student with theoretical background
to a professional without enough knowledge and awareness from a mere idea to visible reality.
This study acknowledges some guidance, some perspiration and a lot of inspiration. It is time
now to acknowledge my obligation to all who have extended their co-operation all through my
study tenure of the project work.
My sincere thanks are due to Mr. G. Gopi, General Manager, Bharat Sanchar Nigam Ltd Bijapur
for giving me an opportunity to undergo training in this esteemed organization.
I would also wish to thank all the BSNL employees for giving me their valuable feedback and
helping me in collecting the information required for the project
I am very grateful to Prof.Jameel Ahamed, my institute guide for installing confidence and
enthusiasm in me and providing his valuable feedback in every stage of my project.
Afreen
Patel
BONAFIDE CERTIFICATE
Certified that this project report titled “A comparative study of “CHANGE MANAGEMENT
IN THE PUBLIC SECTOR UNDERTAKING AT BSNL BIJAPUR” is the bonafide work of
“AFREEN PATEL” who carried out the project work under my supervision.
SIGNATURE SIGNATURE
Mr. Ketan .S. Shah Jameel Ahmed
Punekar
TABLE OF CONTENTS
S. NO. TOPICS PAGE
1 EXECUTIVE SUMMARY 1
2 INTRODUCTION 4
3 NEED FOR THE STUDY 5
4 STATEMENT OF THE PROBLEM 9
5 OBJECTIVES OF THE STUDY 9
6 SCOPE OF THE STUDY 9
7 RESEARCH METHODOLOGY 9
8 RESEARCH DESIGN 10
SAMPLING FRAME 10
SAMPLING UNIT 10
SAMPLING SIZE 11
9 LIMITATION OF THE STUDY 11
10 SOURCE FOR DATA COLLECTION 11
11 DATA ANALYSIS 11
12 INTRODUCTION TO CHANGE MANAGEMENT 12
FORCES OF CHANGE 13
THE KEY STEPS IN MANAGING CHANGE 14
RESISTANCE TO CHANGE 14
TYPES OF CHANGE 15
REASONS FOR FAILURE IN CHANGE MANAGEMENT 17
13 FORCE FIELD ANALYSIS 18

FORCE FIELD ANALYSIS APPROACH 20
HOW TO CONDUCT FORCE FIELD ANALYSIS 21

14 PROFILE OF BHARAT SANCHAR NIGAM LTD 22
BHARAT SANCHAR NIGAM LTD PHILOSOPHY 27
HISTORY OF BHARAT SANCHAR NIGAM LTD 29
15 ANALYSIS 32
16 FINDINGS 80
17 SUGGESTIONS 83
18 CONCLUSION 84
19 REFERENCE 85
20 ANNEXURE 86
Executive Summary
The Project was udertaken in BSNL at Bijapur.The study was made to knw the change
management.
The study contain the profile of company,Organisation structure etc.The information was
collected through company guide and other related materials like company prospect.
The objective of this project is to study the Change management of the BSNL.
Method of collecting primary data was through personal interview and secondary data has been
collected through internet and company document.
Depending on the findings,suggestions is provided to improve the change management at BSNL.
Introduction
Today in the era of incessant competition between the public and private sectors managing the
changing environment has become very curtail. Change management is a systematic approach to
dealing with change, both from the perspective of an organization and on the individual level. It
somewhat ambiguous term, change management has at least three different aspects, including:
adapting to change, controlling change, and effecting change. A proactive approach to dealing
with change is at the core of all three aspects. For an organization, change management means
defining and implementing procedures and/or technologies to deal with changes in the business
environment and to profit from changing opportunities.
To satisfy the growing needs of the customers coupled with the inherent loopholes in the public
sectors, the change in Bharat Sanchar Nigam Ltd (B.S.N.L.) appears very apt and essential. The
public sectors have certain limitations like the larger clientele, need for subsidization, restriction
in recruitments and unproductive class of employees, centralized administration etc.
In order to stay competitive in today’s transforming world, change is the need of the hour! The
public sector is undergoing substantial change. We have seen the desire of public sectors trying
to get more competitive by replication of their action of the private sector, with an emphasis on
“outsourcing” and “downsizing”. Whilst these processes continue to happen around the world,
we also increasingly see a desire to improve the capabilities of the public sector, often described
in terms of capacity building or institutional or sectoral development. This in turn leads to
significant changes to, and within, individual public sector organizations.
Need for the study
In order to stay competitive in today’s transforming world, change is the need of the hour! The
public sector is undergoing substantial change. We have seen the desire of public sectors trying
to get more competitive by replication of their action of the private sector, with an emphasis on
“outsourcing” and “downsizing”. Whilst these processes continue to happen around the world,
we also increasingly see a desire to improve the capabilities of the public sector, often described
in terms of capacity building or institutional or sectoral development. This in turn leads to
significant changes to, and within, individual public sector organizations.
Managing change is a complex process as it involves the interdependencies between the business
environment, the organization, its people and supporting technologies; any change in one aspect
will affect the other aspects.
Now, this study has been conducted: -

1 In order to understand and manage change in a way that people can cope effectively
with the changes in the organization.
2 To solve the problems that may arise due to the process of change
3 To stay aggressive & competitive in the market
4 To achieve the organizational goals
5 To enable the organization to function effectively
6 To be competitive in the business
7 To increase the revenue of the organization
8 To increase the employee satisfaction
9 To increase the market share of the company
10 To be the leader in the business
Statement of the Problem

Public sector undertakings are mainly controlled and governed by the government, thus bringing
in any change in these sectors is a tedious task. Handling change in a governmental organization
is far more challenging than handling change in the private companies.
Understanding this, the study on change management at Bharat Sanchar Nigam Ltd (B.S.N.L.)
has been taken up.
Objective of the study

1 To study the evolution of the Bharat Sanchar Nigam Ltd (B.S.N.L.) telecommunication
company.
2 To study the change of Bharat Sanchar Nigam Ltd (B.S.N.L.) from Post & Telegraph to
Department of Telecommunication
3 To study the gap caused due to the change
4 To rectify the problems caused (to customer and employees) due to the change process
5 To recommend appropriate suggestions in order set right the existing problem
Scope of the study

The scope of the study is limited to Bharat Sanchar Nigam Limited (B.S.N.L.), Belgaum where
the sum total of employees is 184 employees consisting of different cadre groups.
Research Methodology
The research was carried out with the help of questionnaires and personal interviews. The
questionnaire helped in gathering information relating to various driving and restraining forces to
change. The study is mainly based on the theory of force field analysis.
The personal interview helped to accumulate information as regards to the current situation
prevailing in the organization and the desired result from the study.
Research design
Research design is the specification of the procedure for collecting the data necessary to help
identify the crux to a problem or opportunity such that the cost of obtaining various levels of
accuracy is minimized. Research design includes the steps involved in market research. As
written communication must be presented sequentially, we present the research design process as
distinct series of steps.
Sampling frame
Respondents have been selected randomly (Bharat Sanchar Nigam Ltd (B.S.N.L.) employees,
Bijapur customers using the services)
Sampling unit
The sampling unit is an individual (customer using the service & Bharat Sanchar Nigam Ltd
(B.S.N.L.) employee)
Sampling size (150)

Sample Total population
Bharat Sanchar Nigam Ltd 50
(B.S.N.L.) employees
Customer 100
Limitation of the study

1 Employees lacked interest in sharing their opinion, due to their busy schedule
2 The study is very exhaustive and demanded for superfluous time
3 The sample size may not be enough considering the large number population in Belgaum
Source for data collection

The primary data was collected with the help of questionnaires and personal interviews. The
study included 2 questionnaires; one to study the organization (36Q) and the other one to
understand the customer (12Q)
The secondary data was collected with the help of various books & articles on change
management and force field analysis.
Data analysis
The primary data was collected with the help of questionnaires and personal interviews. Further,
analysis was made with the help of using SPSS software, with the use of simple percentage
method. The data that was collected has been clearly and unambiguously depicted through tables
and pie charts, which clearly give the picture of the results obtained by the survey.
Software Tool
SPSS Simple percentage method.
Introduction to Change Management

Change is not only the order of life but also the sign of progress. Change becomes inevitable due
to the paucity with the old systems and beliefs necessitating a new improvement. As the progress
is never-ending, there is always a scope for a continued improvement, which makes one to find
out a perceived deficiency in an existing system that has gone unnoticed. Deficiency also
reflected the inability of a system to respond to environmental pressure and technological
impacts. Thus change may be defined as “To make or become different, to give or begin to
have a different form.”
Change is inevitable. It affects every country, industry, organization and

household in all shapes and sizes. We don’t always know what exactly these
changes will bring, but we know for certain that change is unavoidable and
will bring an element of fear until the end of time.
To survive and eventually prosper, an organization must monitor its external environment and
align itself with changes that occur or tend to occur. Sometime change could be so rapid that
there is no time to adjust before the actual change takes place. Yet, it is the ability to plan for,
implementing and managing the change seems to be the core factor that separates successful
organization from unsuccessful ones.
Change management therefore refers to a systematic approach to deal with change, both from the
perspective of an organization and on the individual level. The term, change management has at
least three different aspects, including: adapting to change, controlling change, and effecting
change. A proactive approach to dealing with change is at the core of all three aspects. For an
organization, change management means defining and implementing procedures and/or
technologies to deal with changes in the business environment and to profit from changing
opportunities.
Change management is an important process, because it can deliver vast benefits (by improving
the system and thereby satisfying customer needs), but also enormous problems (by ruining the
system and/or mixing up the change administration). Managing organizational change will be
more successful only if it entails thoughtful planning and sensitive implementation, and above
all, consultation with, and involvement of, the people affected by the changes. If you force
change on people normally problems arise. Change must be realistic, achievable and measurable.
Forces of change
Organizations encounter many different forces for change. These forces come from external
sources outside the organization and from internal sources. This section examines the forces that
create the need for change. Awareness of these forces can help managers determine when they
should consider implementing an organizational change.
External forces
External forces for change originate outside the organization. Because these forces have global
effects, they may cause an organization to question the essence of what business it is in and the
process by which products and services are produced. There are five key external forces for
change: Demographic characteristics, Technological advancements, Increased global
competition, and Social and political pressures and Economic forces
Internal forces
Internal forces for change come from inside the organization. These forces may be subtle, such
as low morale, or can manifest in outward signs, such as low productivity and conflict. Internal
forces for change come from both human resource problems and managerial behavior/decisions.
The key steps in managing change are:
Understanding: Gaining a thorough understanding of the business environment, the

organization and its culture - knowing the organization’s capability to respond is a critical factor
in deciding whether the changes can be coped with and how they might be handled
Planning: Setting the strategic direction; communicating at all levels - both the organization and
its people need to have a clear idea of where it is going and why
Implementing: Establishing a change program, led by a manager empowered as change
champion to make things happen. Support the people through training and development
Controlling the change process: expecting the unexpected; keeping track of progress;
continuing to improve and learn from experience.
Resistance to Change
Individual Sources of Resistance Organizational Sources of Resistance
Fear of the Unknown Structural Inertia

Self-Interest Bureaucratic Inertia
Habit Group Norms
Personality Conflicts A Resistant Organizational Culture
Differing Perceptions Threatened Power
General Mistrust Threatened Expertise
Social Disruptions Threatened Resource Allocation
Types of change
Happened change: This is change that is rather unpredictable and that takes place naturally due
to external factors. This type of change occurs when the organization reaches a plateau in its life
cycle and falls due to unwieldy demands from the environment.
For example: political changes, in the case of Uganda, president passed the order to foreign
companies in the country were forced to close down and leave the country. This change was
unimaginable to foreign companies operating in Uganda.
Reactive change: Changes that are clearly in response to an event or a series if events are
termed reactive. Generally, most companies are engaged in reactive, often incremental, change.
These changes are attempted when the demand for company's product/service registers an
increase or decreased, or a problem/crises occurs or develops. For example: the case of Shell
Canada’s polypropylene plant provides an example. In this case, the plant design was new
in both its technical and work design. The incorporation of the latest technology was in
reaction to the increased demand for the product.
Anticipatory change: Change carried out in expectation of an event or a series of events is

called anticipatory change. It involves changing the organization from the existing state towards
a designed future state and managing the transition process. For example: in the year 1938,
Pepsi announced that it would invest in Mexico $ 750 million over five years to increase its
market share.
Planned change: Planned change or development change is undertaken to improve upon the
current ways of operating. It is calculated change, initiated to achieve a certain desirable
output /performance and to make the organization more responsive to internal and external
demand. For example: in the year 1993 Volvo changed the job through and introduced work
groups this was introduced to increase the productivity of the workers
Incremental change: These changes are directed at the micro level and focused on
units/subunits/components within an organization are termed incremental changes. Changes are
brought in gradually and are usually adaptive in nature. A failed incremental change will cause
less damage to the total system than an unsuccessful large-scale change.
For example: Japanese organizations bring in innovations in gradual stages.
Operational change: This is necessitated when an organization needs to improve the quality of
its products or services due to external competition, customers changing requirements. The
organizational goals remains the same the only focuses on how to improve existing operations to
perform better. For example: quality management, better distribution and delivery of
products and enhancing interdepartmental coordination.
Strategic change: Change that is addressed to the organization as a whole or to most of the
organizations components, including strategy. For example: Toyota changed its overall
corporate management philosophy in an attempt to create an organization, which is less
hierarchical, flexible, decentralized.
Directional change: A change in direction may become imperative for an organization due to
severe competition or regulatory shifts in government policy and control. It is critical when the
organizations is developing a new strategy and makes the current operations effective. For
example: development of research & development activities for becoming more
competitive.
Fundamental change: This entails a redefinition of the current purpose or mission of the
organization. It may be necessitated by drastic changes in the business environment, the failure
of the current corporate leadership, problems with employee, or a low turnover
Total change: For total change, the organization is constrained to develop a new vision and a
strong link between its strategy, employees and business performance. The organization has to
achieve a turnaround or perish. Total change is necessary t extricate the organization from the
root that has set in due to long term failure of business. A new vision and drastic surgery could be
the only way out for the organization.
Transformational change: such a change involves the entire or a grater part of the organization.
it could be a change in the shape (size), structure (systems, ownership) or nature (culture,
technology). For example an organization can shift from being a product driven to being a
technology or customer driven.
Revolutionary change: A change that is sudden, drastic and organizational wide. Abrupt
changes in organizational strategy and design represent revolutionary change, such change
comprises 3 aspects - envisioning: which is to articulate a clear and credible vision and a new
strategy to realize the vision.- energizing: which is the mobilizing of employees, individually and
collectively, as well as demonstrating and inculcating the excitement for change - enabling :
which is to provide the necessary resources, support structures and processes.
Reasons for failure in change management
Force field analysis

Force field analysis is a valuable change-management tool. Kurt Lewin, an expert in experiential
learning, group dynamics and action research, developed this management technique. Although
Kurt Lewis contributed greatly to the field of social science, he is best known for his
development of the Force field analysis model in 1947.
It is very useful while looking at the variables involved in planning and implementing a change
program and will undoubtedly be of use in team building projects, when attempting to overcome
resistance to change.
Lewin assumes that in any situation there are both driving and restraining forces that influence
any change that may occur. Hence driving forces are all forces that push for and promote change.
These change drivers promote and encourage the change process. Some examples of driving
forces are human safety, customer demands, increased efficiency and trend of labour towards
service sector. Restraining forces are forces that make change more difficult. These forces
counteract driving forces and lead to the avoidance or resistance of change. Some examples of
restraining forces are fear of unemployment, lack of training, the lack of incentives and high
capital investment. When these two sets of forces are equal change is in a static state of
equilibrium meaning that no movement towards or away from change is happening.
Force Field Analysis is a valuable technique that facilitates in listing, discussing, and evaluating
the various forces for and against a proposed change. When a change is planned, Force Field
Analysis helps you look at the big picture by analyzing all of the forces impacting the change
and weighing the pros and cons. By knowing the pros and cons, you can develop strategies to
reduce the impact of the opposing forces and strengthen the supporting forces.
There are three main applications of the force field analysis tool:
1. Change management.
2. Productivity improvement
3. Decision making
Change management is the one application for force field analysis and it is a regular occurrence
in the manufacturing environment. Like computerization of manufacturing systems. Workers
have widely varying attitudes toward computers and change in the workplace; strategies must be
developed to assist workers for automated environment.
Productivity improvement is the second main application of force field analysis. This universal
application shows how to increase employee productivity and this analysis suggest the methods,
strategies, and systems that can promote long-term improvements in employee productivity.
Force field analysis is also a powerful decision-making tool. By evaluating the forces supporting
and opposing a specific decision, Management can know the influencing forces to maximize the
potential for acceptance and success. The force field model is a valuable tool for use in these
three applications; and it is not limited to these forms of application. This technique can be
customized for use in a large variety of situations in many applications.
Force field analysis approach
According to Kurt Lewin "An issue is held in balance by the interaction of two opposing sets
of forces - those seeking to promote change (driving forces) and those attempting to maintain
the status quo (restraining forces)". Lewin viewed organizations as systems in which the present
situation was not a static pattern, but a dynamic balance ("equilibrium") of forces working in
opposite directions. In order for any change to occur, the driving forces must exceed the
restraining forces, thus shifting the equilibrium.
The force field analysis is a technique used in achieving organizational efficiency and
understanding organizational change. Force field analysis proposes that an organization is
typically in a state of equilibrium. There are two forces that maintain organizational stability:
driving forces and restraining forces. The driving forces are those elements of the organization,
which support a desired organizational change. Keeping the organization in equilibrium are the
restraining forces. If the two forces are equal, the organization will remain static. Change occurs
when one of these two forces becomes stronger than the other (dis-equilibrium). Once the change
has occurred, the organization reverts to a new state of equilibrium, which reflects the desired
change. And organizational change tends to emphasize organizational efficiency and social
change.
In this way difficulty in implementing a change can be assessed, and plans for overcoming
barriers to change can be developed. Through this type of analysis, an over all picture can be
developed which can help in the identification of the positive and negative forces .The evolution
of these forces can be carried out in terms of ease of change and impact. Ease of change indicates
how far it is possible to influence or change the force, whereas impact indicates how significant
the consequences would be if the force were changed .The quantification of net force effect is
context specific and hence here an attempt has been made to provide a generalized frame work of
force analysis. For any industry, the only task left is to assign the rating to each of the positive
and negative forces depending on their limitations and constraints.
How to conduct a Force Field Analysis?
1 Describe the current situation
2 Describe the desired situation
3 List all the forces driving change toward the desired situation
4 List all the forces resisting change toward the desired situation –
5 Discuss and interrogate all of the forces: are they valid? Can they be changed? Which are
the critical ones?
6 Allocate a score to each of the forces using a numerical scale e.g. 1=extremely weak and
10=extremely strong
7 Chart the forces by listing (to strength scale) the driving forces on the left and restraining
forces on the right.
8 Determine whether change is viable and progress can occur
9 Discuss how the change can be affected by decreasing the strength of the restraining
forces or by increasing the strength of driving forces.
10 Keeps in mind that increasing the driving forces or decreasing the restraining forces may
increase or decrease other forces or even create new ones.
Profile of Bharat Sanchar Nigam Ltd (B.S.N.L.)
Bharat Sanchar Nigam Limited is one of the oldest telecommunication service providers in India.
It is also the largest phone service providers in India. Bharat Sanchar Nigam Ltd (B.S.N.L.) has
their network throughout the major cities as well as some of the rural interiors in India. However
Bharat Sanchar Nigam Ltd (B.S.N.L.) does not operate in New Delhi and Mumbai where its
counterpart Mahanagar Telephone Nigam Limited (MTNL) operates.
Bharat Sanchar Nigam Limited is a public sector company with its head office at New Delhi.
Bharat Sanchar Nigam Ltd (B.S.N.L.) is supposed to offer the best facilities in the field of
telecommunication in India. The universal telecom service is one of the oldest services of this
company.
Bharat Sanchar Nigam Limited is also the largest communication service provider in fixed line.
Bharat Sanchar Nigam Limited offers cellular connection in India. It is one of the largest
providers of cellular phone connection in the country. Subscribers prefer Bharat Sanchar Nigam
Ltd (B.S.N.L.) for its reasonable rate and wide range of network. The cellular service of BSNL is
marketed under the trade name of Cell one which uses the GSM platform. Excel is the prepaid
cellular connection from Bharat Sanchar Nigam Limited. Bharat Sanchar Nigam Ltd (B.S.N.L.)
also boasts itself for offering other intelligent network services like toll free calling, Tele voting
and premium calling services also. Bharat Sanchar Nigam Ltd (B.S.N.L.) also offers Internet
connection. If you have a fixed line telephone connection from Bharat Sanchar Nigam Ltd
(B.S.N.L.) you can use this line for Internet connectivity. This is technically known as the dial up
connection. You can also be a subscriber for Bharat Sanchar Nigam Ltd (B.S.N.L.) broadband
connectivity, which is available in the market under the trade name of Data one. The broadband
connectivity is quite advantageous over the dial up connection. It has a good speed and you can
upload or download images and videos at a faster pace. There are various plans for the
broadband connectivity so that you can choose according to your need and pocket. There are 24
telecom circles for Bharat Sanchar Nigam Ltd (B.S.N.L.). The two metro districts for Bharat
Sanchar Nigam Ltd (B.S.N.L.) lies in Chennai and Kolkata. There are also 5 project circles for
Bharat Sanchar Nigam Ltd (B.S.N.L.) in India in the 4 zones as well as in Pune. Specialized
telecom units for Bharat Sanchar Nigam Ltd (B.S.N.L.) include Data Networks, Quality
assurance, national center fore electronic switching as well as Technical and development circle.
On October 1, 2000 the Department of Telecom Operations, Government of India became a

corporation and was renamed Bharat Sanchar Nigam Limited (B.S.N.L.). Bharat Sanchar Nigam
Ltd (B.S.N.L.) is now India’s leading Telecommunication Company and the largest public sector
undertaking. It has a network of over 45 million lines covering 5000 towns with over 35 million
telephone connections. The state-controlled Bharat Sanchar Nigam Ltd (B.S.N.L.) operates
basic, cellular (GSM and CDMA) mobile, Internet and long distance services throughout India
(except Delhi and Mumbai). Bharat Sanchar Nigam Ltd (B.S.N.L.) will be expanding the
network in line with the Tenth Five-Year Plan (1992-97). The aim is to provide a telephone
density of 9.9 per hundred by March 2007.Bharat Sanchar Nigam Ltd (B.S.N.L.), is the third
operator of GSM mobile services in most circles, it now has plans to overtake Bharti to become
the largest GSM operator in the country. Bharat Sanchar Nigam Ltd (B.S.N.L.) is also the largest
operator in the Internet market, with a share of 21 per cent of the entire subscriber base.
Bharat Sanchar Nigam Ltd, is the world's 6th largest Telecommunications company that provides
a comprehensive range of telecom services in India such as Wire line, Code Division Multiple
Access mobile (CDMA), Global System for Mobile communication (GSM), Internet,
Broadband, Carrier service, Multi Protocol Label (MPLS) Switching. Virtual Private Networks
(VPN), Very Small Aperture Terminal (VSAT), Voice Over IP (VoIP) services, Wireless in Local
Loop (WLL) Mobile Telephone Connection etc. Within a span of five years it has become one of
the largest public sector units in India.
Bharat Sanchar Nigam Ltd (B.S.N.L.) has installed Quality Telecom Network in the country and
now focusing on improving it, expanding the network, introducing new telecom services with
ICT applications in villages and wining customer's confidence. Today, it has about 47.3 million
line basic telephone capacity, 4 million WLL capacity, 20.1 Million GSM Capacity, more
than 37382 fixed exchanges, 18000 BTS, 287 Satellite Stations, 480196 Rkm of OFC Cable,
63730 Rkm of Microwave Network connecting 602 Districts, 7330 cities/towns and 5.5
Lakhs villages.
Bharat Sanchar Nigam Ltd (B.S.N.L.) is the only service provider, making focused efforts and
planned initiatives to bridge the Rural-Urban Digital Divide ICT sector. In fact there is no
telecom operator in the country to beat its reach with its wide network giving services in every
nook & corner of country and operates across India except Delhi & Mumbai. Whether it is the
inaccessible areas of Siachen glacier or the North-eastern region of the country, Bharat Sanchar
Nigam Ltd (B.S.N.L.) serves its customers with its wide bouquet of telecom services.
Bharat Sanchar Nigam Ltd (B.S.N.L.) has more than 2.5 million WLL subscribers and 2.5
million Internet Customers who access Internet through various modes viz. Dial-up, Leased
Line, DIAS, Account Less Internet (CLI). Bharat Sanchar Nigam Ltd (B.S.N.L.) has been
adjudged as the number one ISP in the country.
Bharat Sanchar Nigam Ltd (B.S.N.L.) has set up a world-class multi-gigabit, multi-protocol
convergent IP infrastructure that provides convergent services like voice, data and video through
the same Backbone and Broadband Access Network. At present there are 0.6 million Data One
broadband customers.
The company has vast experience in Planning, Installation, network integration and Maintenance
of Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom
Training Institute. Scaling new heights of success, the present turnover of Bharat Sanchar
Nigam Ltd (B.S.N.L.) is more than Rs.351, 820 million (US $ 8 billion) with net profit to the
tune of Rs.99, 390 million (US $ 2.26 billion) for last financial year. The infrastructure asset
on telephone alone is worth about Rs.630, 000 million (US $ 14.37 billion). Bharat Sanchar
Nigam Ltd (B.S.N.L.) plans to expand its customer base from present 47 millions lines to 125
million lines by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores
(US$ 16.67 million) in the next three years. The turnover, nationwide coverage, reaches,
comprehensive range of telecom services and the desire to excel has made Bharat Sanchar
Nigam Ltd (B.S.N.L.) the No. 1 Telecom Company of India.
Major Players in telecommunication industry
There are three types of players in telecom services:
• State owned companies (BSNL and MTNL)
• Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
• Foreign invested companies (Vodafone, Bharti Tele-Ventures, Idea Cellular, BPL Mobile, Spice
Communication)
Bharat Sanchar Nigam Ltd (B.S.N.L.) Philosophy
Vision
To become the largest telecom Service Provider in Asia
Mission
To provide world class State-of-art technology telecom services to its customers on demand at
competitive prices
To provide world-class telecom infrastructure in its area of operation and to contribute to the
growth of the country's economy
Objectives
To be a Lead Telecom Services Provider
To provide quality and reliable fixed telecom service to our customer and there by increase
customer's confidence
To provide mobile telephone service of high quality and become no. 1 GSM operator in its area
of operation
To provide point of interconnection to other service provider as per their requirement promptly
To facilitate R & D activity in the country
Contribute towards:
National Plan Target of 500 million-subscriber bases for the country by December 2010.
Broadband customers base of 20 million in India by 2010 as per Broadband Policy 2004.
Providing telephone connection in villages as per government proposition
Implementation of Triple play as a regular commercial proposition
History of Bharat Sanchar Nigam Ltd (B.S.N.L.)
A brief history of BSNL: This telecommunication service was originally founded by the British
during the 19th century. The BSNL was once a part of the Post and Telegraph Department of
India. Previously BSNL used to operate in the whole country but later on took over the
operations in New Delhi and Mumbai. Presently Bharat Sanchar Nigam Limited functions as a
public sector domain. Today BSNL also has its regional offices in various locations throughout
the country.
From Post & Telegraph (P&T) to Department of Telecommunication (DoT)
Till 31st December 1984, the Posts and Telegraphs Department managed the postal, telegraph
and telephone services. In January 1985, two separate Departments for the Posts and the
Telecommunications were created. The Accountant General of the P&T, initially, maintained the
accounts of the department. However, by April 1972, the telecommunications accounts were
separated. Simultaneously the department also started preparing the balance sheet annually. With
the takeover of the accounts from the audit and delegation of larger financial powers to the field
units, internal Financial Advisers were posted to all the circles and units.
DEPARTMENT OF TELECOMMUNICATIONS (DoT)
The Telecommunication Board consisted of the Secretary Telecommunications, who was the
Chairman with Member (Finance), Member (Operations), Member (Development), Member
(Personnel) and Member (Technology). The Telecom Commission was constituted in 1989. The
Commission has the DoT Secretary as its Chairman with Member (Services), Member
(Technology) and Member (Finance) as its full time members. The Secretary (Finance),
Secretary (DoE), Secretary (Industries) and Secretary (Planning Commission) are part time
members of the Commission. The Department in 1986 reorganised the Telecommunication
Circles with the Secondary Switching Areas as basic units. This was implemented in a phased
manner. Bombay and Delhi Telephones were separated to create the new entity called
Mahanagar Telephone Nigam Ltd. (MTNL). The services of the Department of Telecom Services
(DTS) and Department of Telecom Operations (DTO) were professionalzed on 1st October 2000
with the name Bharat Sanchar Nigam Limited (BSNL). The make over could be made six
months earlier than the proposed date of 1-4-2011, due to the wholehearted support given by
NFTE and other Federations.
Data analysis (customer satisfaction survey)
Diagram no.1
duration of using the services
Cumulative
Frequency Percent Valid Percent Percent
Valid 1-5 years 14 28.0 28.0 28.0
5-10 years 15 30.0 30.0 58.0
10-15 years 10 20.0 20.0 78.0
15 and more 11 22.0 22.0 100.0
Total 50 100.0 100.0

16
14
12
10
4
Frequency
0
1-5 years 5-10 years 10-15 years 15 and more
The first question that we asked the customers was about the duration of their association with
BSNL to which they replied as follows:
 28% of the customers were associated with the company for 1-5 years
22% of the customers were associated with the company for 15 years or more
Diagram no.2
satisfied with the services
Cumulative
Valid very satisfied 5 10.0 10.0 10.0
satisfied 22 44.0 44.0 54.0
moderately satisfied 14 28.0 28.0 82.0
dissatisfied 7 14.0 14.0 96.0
very dissatisfied 2 4.0 4.0 100.0
Total 50 100.0 100.0

30
20
10
Frequency
0
very satisfied moderately satisfied very dissatisfied
satisfied dissatisfied
To the question about if the customers were satisfied with the service provided:
1 10% of the customers were very satisfied
2 44% of the customers were satisfied
3 28% of the customers were moderately satisfied
4 14% of the customers were dissatisfied
5 4% of the customers were very dissatisfied
Diagram no.3
reasons for dissatisfaction
Cumulative
Valid poor quality of
5 10.0 10.0 10.0
signal or network
poor voice clarity 13 26.0 26.0 36.0
higher cost 11 22.0 22.0 58.0
billing error 8 16.0 16.0 74.0
poor customer
13 26.0 26.0 100.0
care services
Total 50 100.0 100.0

14
12
10
4
Frequency
0
poor quality of sign higher cost poor customer care s
poor voice clarity billing error
To the question about the reasons for dissatisfaction amongst the customers:
1 10% of the customers stated poor quality of network
2 26% of the customers stated poor voice quality
3 22% of the customers stated high cos16% of the customers stated errors in billing
Diagram no.4
are you satisfied with the pricing of products
Cumulative
Valid yes 26 52.0 52.0 52.0
no 24 48.0 48.0 100.0
Total 50 100.0 100.0

30
20
10
Frequency
0
yes no
To the question on the pricing of the products:

1 52% of the customers said that they were satisfied
2 48% of the customers said that were dissatisfied
Diagram no.5
rate the representative on being courteous
Cumulative
Valid excellent 1 2.0 2.0 2.0
very good 12 24.0 24.0 26.0
fair 27 54.0 54.0 80.0
poor 6 12.0 12.0 92.0
moderate 4 8.0 8.0 100.0
Total 50 100.0 100.0

30
20
10
Frequency
0
excellent very good fair poor moderate
To the question on the courteousness of the representative:

1 2% of the customers rated them excellent
2 24% of the customers rated them as very good
3 54% of the customers rated them as fair
4 12% of the customers rated them poor
5 8% of the customers rated them moderate
Diagram no.6
rate the representative on having knowledge
Cumulative
Valid excellent 2 4.0 4.0 4.0
very good 5 10.0 10.0 14.0
fair 18 36.0 36.0 50.0
poor 18 36.0 36.0 86.0
moderate 5 10.0 10.0 96.0
6.00 2 4.0 4.0 100.0
Total 50 100.0 100.0

20
10
Frequency
0
excellent very good fair poor moderate 6.00

To rate the representative on the knowledge that they possessed:
1 4% of the customers rated them excellent on this trait
2 10% of the customers rated them as very good on this trait
3 36% of the customers rated them as fair on this trait
4 36% of the customers rated them as poor on this trait
5 10% of the customers rated them as moderate on this trait
Diagram no.7
waiting period before speaking to the representative
Cumulative
Valid was taken care
8 16.0 16.0 16.0
immediately
within 5-10 minutes 21 42.0 42.0 58.0
more than 10 minutes 16 32.0 32.0 90.0
not taken care of 5 10.0 10.0 100.0
Total 50 100.0 100.0

30
20
10
F requency
0
was taken care immed more than 10 minutes
within 5-10 minutes not taken care of

To the question on the waiting period before getting to speak to the representative:
1 16% of the customers said that their queries were taken care of immediately
2 42% of the customers said that their queries were taken care of in 5-10 mins
3 32% of the customers said that their queries were taken care of after 10 mins
4 10% of the customers said that their queries were not taken care of
Diagram no.8
time taken to solve the problem
Cumulative
Valid immediately resolved 10 20.0 20.0 20.0
between 2-3 days 18 36.0 36.0 56.0
between 3-5 days 15 30.0 30.0 86.0
more than a week 5 10.0 10.0 96.0
the problem is still
1 2.0 2.0 98.0
resolved
8.00 1 2.0 2.0 100.0
Total 50 100.0 100.0

20
10
Frequency
0
immediately resolved between 3-5 days the problem is still
between 2-3 days more than a week 8.00
To the question on the time taken to solve their query by the representative:
1 20% of the customers said that their query was immediately resolved
2 36% of the customers said that their query was resolved in 2-3 days
3 30% of the customers said that their query was resolved in 3-5 days
4 10% of the customers said that their query was resolved after a week
5 2% of the customers said that their query was yet to be resolved
Diagram no.9
would you like to retain the services
Cumulative
Valid yes 29 58.0 58.0 58.0
no 20 40.0 40.0 98.0
9.00 1 2.0 2.0 100.0
Total 50 100.0 100.0

40
30
20
10
Frequency
0
yes no 9.00
To the question on whether the customers would want to continue with the services of the
company:
1 58% of the customers said yes
2 40% of the customers said no
3 2% of the customers were not sure
Diagram no.10
would you recommend the BSNL products & servces to others
Cumulative
Valid yes 30 60.0 60.0 60.0
no 20 40.0 40.0 100.0
Total 50 100.0 100.0
would you recommend the BSNL products & servces to

40
30
20
F re q u e n cy
10
0
yes no
would you recommend the BSNL products & servces to others
To the question if the customers would like to recommend the products and services to others:
1 60 % said they would
2 40% said they would not
Diagram no.11
i believe BSNL deserves my loyalty
Cumulative
Valid yes 30 60.0 60.0 60.0
no 20 40.0 40.0 100.0
Total 50 100.0 100.0

40
30
20
10
Frequency
0
yes no
To the question whether the customer felt that they felt that BSNL deserves their loyalty:
1 60% said yes
2 40% said no
Diagram no.12
my loyalty to BSNL has grown stronger over the past years
Cumulative
Valid yes 27 54.0 54.0 54.0
no 23 46.0 46.0 100.0
Total 50 100.0 100.0

30
20
10
F re q u e n c y
0
yes no
The last question in the survey amongst the customers was whether their loyalty to BSNL had
grown stronger to which the response was as follows:
1 54% of the customers agreed
2 46% of the customers disagreed
Data analysis (Job satisfaction survey)
Diagram no.1
fair amount paid for the work done
Cumulative
Valid disagree very much 6 12.0 12.0 12.0
disagree slightly 1 2.0 2.0 14.0
agree slightly 4 8.0 8.0 22.0
agree moderately 17 34.0 34.0 56.0
agree very much 22 44.0 44.0 100.0
Total 50 100.0 100.0
fair amount paid for the work done
agree very much

disagree very much
disagree slightly
agree slightly
agree moderately
In the employee survey on their job satisfaction, the first question was the fairness of the salary
paid to which the employees replied as follows:
1 12% of the employees disagreed very much
2 2% of the employees disagreed slightly
3 8% of the employees agreed slightly
4 34% of the employees agreed moderately
5 44% of the employees agreed very much
Diagram no.2
little chance for promotion
Cumulative
disagree moderately 9 18.0 18.0 36.0
agree very much 9 18.0 18.0 100.0
Total 50 100.0 100.0
little chance for promotion

agree very much disagree very much
disagree moderately
agree moderately
disagree slightly
agree slightly
To the question on whether they felt if there was little chance for promotion:
2 18% of the employees disagreed moderately
Diagram no.3
supervisor is competent in doing his job
Cumulative
Valid disagree slightly 3 6.0 6.0 6.0
agree very much 26 52.0 52.0 100.0
Total 50 100.0 100.0
On whether they felt if the supervisor is competent in doing his job, the following was the
response:
not satisfied with the benifits i receive
Cumulative
agree very much 3 6.0 6.0 100.0
Total 50 100.0 100.0
not satisfied with the benifits i receive
agree very much
agree moderately
agree slightly
disagree slightly
disagree very much
disagree moderately
On whether they were satisfied with the benefits they received:

Diagram no.5
rules restrict from doing a good job
Cumulative
agree very much 11 22.0 22.0 100.0
Total 50 100.0 100.0
rules restrict from doing a good job
disagree very much

agree very much
disagree moderately
agree moderately
disagree slightly
agree slightly
If whether the rules were restricting them from doing a good job:
Diagram no.6
i like the people i work with
Cumulative
Valid agree slightly 2 4.0 4.0 4.0
agree very much 29 58.0 58.0 100.0
Total 50 100.0 100.0
i like the people i work with
agree slightly
agree moderately
agree very much
To the question whether the employees liked the people they worked with:
Diagram no.7
i sometime feel my job is meaningless
Cumulative
Total 50 100.0 100.0
i sometime feel my job is meaningless

agree moderately
agree slightly
disagree moderately
disagree very much
To the question if the employees sometimes find their job meaningless:

Diagram no.8
communication is good within the organisation
Cumulative
agree very much 23 46.0 46.0 100.0
Total 50 100.0 100.0
communication is good within the organisation
disagree very much

disagree moderately
agree very much disagree slightly
agree slightly
agree moderately
To the question whether the internal communication of the organization was good:
Diagram no.9
raises r too few and far between
Cumulative
agree very much 12 24.0 24.0 100.0
Total 50 100.0 100.0
raises r too few and far between
disagree very much

disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
To the question on whether the raises are too few and far between:
Diagram no.10
fair jobs, fair promotions
Cumulative
agree very much 7 14.0 14.0 100.0
Total 50 100.0 100.0
fair jobs, fair promotions
agree very much
disagree very much
agree moderately
disagree moderately
agree slightly
disagree slightly
To the question on fair job, fair promotion:

Diagram no.11
supervisor unfair to me
Cumulative
Total 50 100.0 100.0
supervisor unfair to me
agree moderately
disagree moderately
disagree very much
Whether the supervisor was unfair to the employee:

42 Diagram no.12
benefits are good compaired to other organisation
Cumulative
agree very much 17 34.0 34.0 100.0
Total 50 100.0 100.0
benefits are good compaired to other organisation
disagree very much
disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
To the question on whether the benefits are good compared to other organizations:
Diagram no.13
my work not appreciated
Cumulative
agree very much 5 10.0 10.0 100.0
Total 50 100.0 100.0
my work not appreciated
agree very much
disagree very much

agree moderately
agree slightly
disagree moderately
disagree slightly
On whether the work of the employee was being appreciated:

53 Diagram no.14
the efforts of my job are blocked by red tape
Cumulative
Total 50 100.0 100.0
the efforts of my job are blocked by red tape
agree very much
agree moderately
agree slightly
disagree slightly
disagree very much
disagree moderately
On whether the efforts of the job of the employee are blocked by red tape:
Diagram no.15
incompetence of other people makes me work harder
Cumulative
agree very much 6 12.0 12.0 100.0
Total 50 100.0 100.0
incompetence of other people makes me work harder
agree very much
disagree very much

agree moderately
agree slightly
disagree slightly disagree moderately
On whether the incompetence of the other people makes the employee work harder:
Diagram no.16
the goals of this org are not clear to me
Cumulative
Total 50 100.0 100.0
the goals of this org are not clear to me
agree very much

agree moderately
agree slightly
disagree slightly
disagree moderately
disagree very much
On the question whether the goals of the organization are clear to the employee:
Diagram no.17
people get ahead as fast here as they do in other places
Cumulative
Total 50 100.0 100.0
people get ahead as fast here as they do in other places
agree very much

disagree very much
agree moderately
disagree moderately
agree slightly disagree slightly
On whether growth prospects are as good as it is in other places:

Diagram no.18
my supervisor shows too little interest in the feelings of the sub
Cumulative
Total 50 100.0 100.0
my supervisor shows too little interest in the feelings of the sub
agree very much

agree moderately
agree slightly
disagree slightly
disagree very much
disagree moderately
On the question of the supervisor showing too little feelings for others:
Diagram no.19
the benefits package we have is equitable
Cumulative
agree very much 13 26.0 26.0 100.0
Total 50 100.0 100.0
the benefits package we have is equitable
disagree very much

disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
On the question whether the benefits package is equitable:

Diagram no.20
there r few rewards for those who work here
Cumulative
agree very much 13 26.0 26.0 100.0
Total 50 100.0 100.0
there r few rewards for those who work here
disagree very much
agree very much
disagree moderately
disagree slightly
agree moderately
agree slightly
On the question if there are few rewards for the employees:

Diagram no.21
i have too much to do at work
Cumulative
agree very much 12 24.0 24.0 100.0
Total 50 100.0 100.0
i have too much to do at work
disagree very much
agree very much disagree moderately
disagree slightly
agree slightly
agree moderately
On whether the employees have too much work to do:

Diagram no.22
i enjoy my coworkers
Cumulative
Valid disagree slightly 1 2.0 2.0 2.0
agree very much 31 62.0 62.0 100.0
Total 50 100.0 100.0
i enjoy my coworkers
disagree slightly
agree slightly
agree moderately
agree very much
On the enjoyment with coworkers:

Diagram no.23
i often feel that i donot know what is going on with the org
Cumulative
agree very much 5 10.0 10.0 100.0
Total 50 100.0 100.0
i often feel that i donot know what is going on with the org
agree very much
agree moderately
disagree very much
agree slightly
disagree slightly
disagree moderately
On the feeling that the employee may have that he does not know what is going on in the
organization:
1108% of the employees agreed moderately
11110% of the employees agreed very much
Diagram no.24
i feel a sense of pride in doing my job
Cumulative
agree very much 35 70.0 70.0 100.0
Total 50 100.0 100.0
i feel a sense of pride in doing my job
disagree very much

agree slightly
agree moderately
agree very much

Diagram no.25
i feel satisfied with my chances for salary increases
Cumulative
agree very much 29 58.0 58.0 100.0
Total 50 100.0 100.0
i feel satisfied with my chances for salary increases
disagree very much
disagree moderately
disagree slightly
agree slightly
agree very much
agree moderately
On feeling satisfied for the chances of increasing the salary:

1162% of the employees disagreed very much
1174% of the employees disagreed moderately
1184% of the employees disagreed slightly
11914% of the employees agreed slightly
Diagram no.26
i like my supervisor
Cumulative
agree very much 31 62.0 62.0 100.0
Total 50 100.0 100.0
i like my supervisor
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
On whether the employee likes his supervisor:

Diagram no.27
i have too much paper work
Cumulative
agree very much 7 14.0 14.0 100.0
Total 50 100.0 100.0
i have too much paper work
agree very much

disagree very much
agree moderately
disagree moderately
agree slightly
disagree slightly
On whether the employees have too much paper work:

Diagram no.28
i dont feel my efforts r rewarded the way they should be
Cumulative
Total 50 100.0 100.0
i dont feel my efforts r rewarded the way they should be
agree very much
agree moderately disagree very much
disagree moderately
agree slightly
disagree slightly
On whether the employees feel that they are not rewarded the way they should:
Diagram no.29
im satisfied with my chances for promotion
Cumulative
agree very much 17 34.0 34.0 98.0
61.00 1 2.0 2.0 100.0
Total 50 100.0 100.0
im satisfied with my chances for promotion
61.00
disagree very much
agree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
On whether the employees is satisfied with his chances for promotion:

Diagram no.30
ther is too much bickering and fighting at work
Cumulative
Total 50 100.0 100.0
ther is too much bickering and fighting at work
agree moderately
agree slightly
disagree slightly
disagree moderately
disagree very much
On whether there is too much bickering and fighting at work:

Diagram no.31
work assignments are not fully explained
Cumulative
Total 50 100.0 100.0
work assignments are not fully explained
agree very much
agree moderately
disagree very much
agree slightly
disagree slightly
disagree moderately
On whether the work assignments are not fully explained:

Diagram no.32
i receive recognition for good job
Cumulative
agree very much 12 24.0 24.0 100.0
Total 50 100.0 100.0
i receive recognition for good job
disagree very much
disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
On whether the employees receive recognition for a good job:

Diagram no.33
i like doing the things i do at work
Cumulative
agree very much 27 54.0 54.0 100.0
Total 50 100.0 100.0
i like doing the things i do at work
disagree very much
disagree moderately
disagree slightly
agree slightly
agree very much
agree moderately
On whether the employees like doing the things they do at work:

Diagram no.34
pay makes me feel unappeciated
Cumulative
Total 50 100.0 100.0
pay makes me feel unappeciated
agree very much

agree moderately
agree slightly
disagree slightly
disagree very much
disagree moderately
On whether the employees feel that the pay makes them feel unappreciated:
Diagram no.35
ther r benefits we do not have which we should have
Cumulative
Total 50 100.0 100.0
ther r benefits we do not have which we should have
agree very much
disagree very much

agree moderately
disagree moderately
agree slightly
disagree slightly
On whether the employees feel that there should be more benefits:

Diagram no.36
my job is enjoyable
Cumulative
Valid disagree moderately 2 4.0 4.0 4.0
agree very much 29 58.0 58.0 100.0
Total 50 100.0 100.0
my job is enjoyable
disagree moderately
disagree slightly
agree slightly
agree very much

agree moderately
On whether the employees enjoy their work:

FINDINGS
The Public sector View Point

1 Public sectors have now understood the need for change & have been working for
managing change in their organization.
2 There is a sturdy war between the private and public telecommunication industry for
capturing a major share in the market.
3 Insufficient ad campaigns are still one of the major concerns of the public sector
undertakings.
The Customer View Point
1 A small portion of the total population (i.e.20%) have been using the services of BSNL
for a very long duration.
2 BSNL has around 44% of the total customer satisfied with the services, but most of the
customers are moderately satisfied with their services.
3 The customer are dissatisfied with the services primarily due to billing error, high cost,
and poor customer care services.
4 Customers like to stay with BSNL to be associated with their strong brand name, but at
the same time they are dissatisfied with the quality of service provided by BSNL.
5 BSNL has around 60% loyal customers, but this loyalty has not been growing over the
period, thus BSNL must plan good strategies in order to grow in the minds of their
customers.
6 Customers are dissatisfied with the behavior of the customer care executives.
7 BSNL brand name is very strong as it has been in the market for more than 50 years.
Therefore customers have the awareness of the brand.
The BSNL
Employee View Point
1 44% of the total employees agree that they’re paid fair enough for their jobs.
2 The average age of the employees working at BSNL is above 40
3 These employees are incompetent and are unwilling to take up excess pressure.
4 52% of the employees agree on having competent supervisor who help them in
performing their jobs effectively as they show interest and support them in doing the
work.
5 60% of the employees are satisfied with the benefits that they receive.
6 Employees often feel that their attempt to do a good job has often been restricted with
rules and regulations of the organization.
7 A good working environment is created, as most of the employees are comfortable with
their co-workers.
8 Employees feel that their jobs are well explained and most of them are clear as to what
one needs to do in the organization.
And finally the Force field analysis View Point

1 Current level: No.1 Telecommunication Company in India
2 Desired level: To become the largest telecom Service Provider in Asia.
3 The study illustrated number of driving & restraining forces to the change process that
has been listed below. These forces are rated from number 1-5 (5-very strong, 4-strong, 3-
some what strong, 2-weak, 1-very weak).
4 The degree of restraining forces can be abridged with the help of the suggestions made in
the study.
SUGGESTIONS
1. Train the existing employee to adopt to new technology & make them more competitive
to face the current market situation
2. Recruit fresh candidates so as to generate new ideas & working techniques in order to
improve the productivity of the employees.
3. Redesign jobs, set rational & achievable targets for each employee, which would in turn
help in achieving the organizational goals.
4. Implement discipline in the organization by imposing - dress code, swipe cards,
professional demeanor as done in other competitor’s organization.
5. Encourage new working techniques by inducing Japanese operational styles such as
TQM, Kaizen, Quality audit, 5-S etc.
6. Encourage Quality circles within the organization that can help in bringing the employee
together to solve problems related to the work.
7. Endow the employees with better infrastructure that will facilitate in providing better
working conditions, which would build up employee’s morale.
8. Implement rewards and appreciation to the employees who have worked hard and
brought in remarkable improvement in the organization
9. To consult an Organization Development practitioner frequently who would help in
managing the change effectively.
10. Provide additional incentive to the basic salary that would promote employees to
put in extra efforts in performing their job.
CONCLUSION
Although the management at Bharat Sanchar Nigam Limited has been managing the change right
from the beginning, there has been no adequate momentum to face the present day challenges.
The reason could be the magnitude of the administrative system, workforce involved and
possibly the interferences from the political angle. Therefore there is not only a need for a
tremendous planning but also vigorous implementation to achieve the desired results.
The survey conducted in the study with the help of questionnaire coupled with the personal
interviews with the employees and customer of Bharat Sanchar Nigam Limited has helped in
understanding the actual problem prevailing in the organization thereby proclaiming a platform
for the application of the force field analysis theory.
The Force field analysis used at Bharat Sanchar Nigam Limited has enabled to identify the
driving forces and resisting forces; the degree of restraining forces can be abridged with the help
of the suggestions made in the study.
In this way difficulty in implementing a change can be assessed and plans for overcoming
barriers to change can be developed.
BSNL is yet to en-cash the potential youth population that has been very well attracted by Hutch
(now Vodafone). The strategy of Hutch is that once a student takes a connection with them, he
will continue to use the services even when he enters the corporate world simply because he
finds it difficult to change his number. The Hutch was clearly evident in their aggressive
campaign to promote the brand amongst the youth. BSNL is yet to enter this hugely potential
market.
BSNL has the best network connecting even the far untouched villages where the private players
are diffident of entering those areas due to lack of awareness and the fear of failure.
REFERENCE
Bibliography
Behavioral processes in organization by Uday Pareek, T.V. Rao, D.M. Pestonjee
Published by Oxford & IBH Publishing Co. PVT. LTD.-2005
PP 260-269
Management of organizational change by K. Harigopal
Published by Response Books – A division of Sage Publication India Pvt. Ltd.
PP 93-127
Total Quality Management by Poornima M.Charantimath
Published by Pearson Education Pvt. Ltd.- 2004
P 5, 36, 233
Websites:
http://www.bsnl.co.in/
http://en.wikipedia.org/wiki/Change_Management_(ITIL)
http://searchcio-midmarket.techtarget.com/sDefinition/0,,sid183_gci799426,00.html
http://dictionary.bnet.com/definition/change+management.html
http://www.indiana.edu/~change/defofchange.html
http://www.accel-team.com/techniques/force_field_analysis.html
http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html
http://www.ifm.eng.cam.ac.uk/dstools/represent/forcef.html
http://www.iied.org/NR/agbioliv/pla_notes/documents/plan_03604.PDF
ANNEXURE
JOB SATISFACTION SURVEY
Paul E. Spector
Department of Psychology
University of South Florida
Copyright Paul E. Spector 1994, All rights reserved.
Disagree very much

PLEASE CIRCLE THE ONE NUMBER FOR EACH
Disagree moderately
QUESTION THAT COMES CLOSEST TO Disagree slightly
Agree slightly
REFLECTING YOUR OPINION
Agree moderately
ABOUT IT. Agree very much
1 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6
2 There is really too little chance for promotion on my job. 1 2 3 4 5 6
3 My supervisor is quite competent in doing his/her job. 1 2 3 4 5 6
4 I am not satisfied with the benefits I receive. 1 2 3 4 5 6
5 When I do a good job, I receive the recognition for it that I should 1 2 3 4 5 6
receive.
6 Many of our rules and procedures make doing a good job difficult. 1 2 3 4 5 6
7 I like the people I work with. 1 2 3 4 5 6
8 I sometimes feel my job is meaningless. 1 2 3 4 5 6
9 Communications seem good within this organization. 1 2 3 4 5 6
10 Raises are too few and far between. 1 2 3 4 5 6
11 Those who do well on the job stand a fair chance of being promoted. 1 2 3 4 5 6
12 My supervisor is unfair to me. 1 2 3 4 5 6
13 The benefits we receive are as good as most other organizations offer. 1 2 3 4 5 6
14 I do not feel that the work I do is appreciated. 1 2 3 4 5 6
15 My efforts to do a good job are seldom blocked by red tape. 1 2 3 4 5 6
16 I find I have to work harder at my job because of the incompetence of 1 2 3 4 5 6
people I work with.
17 I like doing the things I do at work. 1 2 3 4 5 6
18 The goals of this organization are not clear to me. 1 2 3 4 5 6
Disagree very mcuh

PLEASE CIRCLE THE ONE NUMBER FOR EACH Disagree moderately
Disagree slightly
QUESTION THAT COMES CLOSEST TO Agree slightly
REFLECTING YOUR OPINION Agree moderately
Agree very much
ABOUT IT.
Copyright Paul E. Spector 1994, All rights reserved.
19 I feel unappreciated by the organization when I think about what they 1 2 3 4 5 6
pay me.
20 People get ahead as fast here as they do in other places. 1 2 3 4 5 6
21 My supervisor shows too little interest in the feelings of subordinates. 1 2 3 4 5 6
22 The benefit package we have is equitable. 1 2 3 4 5 6
23 There are few rewards for those who work here. 1 2 3 4 5 6
24 I have too much to do at work. 1 2 3 4 5 6
25 I enjoy my coworkers. 1 2 3 4 5 6
26 I often feel that I do not know what is going on with the organization. 1 2 3 4 5 6
27 I feel a sense of pride in doing my job. 1 2 3 4 5 6
28 I feel satisfied with my chances for salary increases. 1 2 3 4 5 6
29 There are benefits we do not have which we should have. 1 2 3 4 5 6
30 I like my supervisor. 1 2 3 4 5 6
31 I have too much paperwork. 1 2 3 4 5 6
32 I don't feel my efforts are rewarded the way they should be. 1 2 3 4 5 6
33 I am satisfied with my chances for promotion. 1 2 3 4 5 6
34 There is too much bickering and fighting at work. 1 2 3 4 5 6
35 My job is enjoyable. 1 2 3 4 5 6
36 Work assignments are not fully explained. 1 2 3 4 5 6

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A PROJECT REPORT ON

“CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING -

UNDER THE GUIDANCE OF

INTERNAL GUIDE EXTERNAL GUIDE

(Prof. P.M. Kulkarni

Mr. Ketan .S. Shah Jameel Ahmed

S. NO. TOPICS PAGE

3 NEED FOR THE STUDY 5

4 STATEMENT OF THE PROBLEM 9

5 OBJECTIVES OF THE STUDY 9

6 SCOPE OF THE STUDY 9

9 LIMITATION OF THE STUDY 11

10 SOURCE FOR DATA COLLECTION 11

12 INTRODUCTION TO CHANGE MANAGEMENT 12

THE KEY STEPS IN MANAGING CHANGE 14

REASONS FOR FAILURE IN CHANGE MANAGEMENT 17

13 FORCE FIELD ANALYSIS 18

HOW TO CONDUCT FORCE FIELD ANALYSIS 21

BHARAT SANCHAR NIGAM LTD PHILOSOPHY 27

HISTORY OF BHARAT SANCHAR NIGAM LTD 29

Now, this study has been conducted: -

3 To stay aggressive & competitive in the market

4 To achieve the organizational goals

5 To enable the organization to function effectively

6 To be competitive in the business

7 To increase the revenue of the organization

8 To increase the employee satisfaction

9 To increase the market share of the company

10 To be the leader in the business

Statement of the Problem

Objective of the study

Scope of the study

Sampling size (150)

Limitation of the study

Source for data collection

Introduction to Change Management

Change is inevitable. It affects every country, industry, organization and

Understanding: Gaining a thorough understanding of the business environment, the

Fear of the Unknown Structural Inertia

Anticipatory change: Change carried out in expectation of an event or a series of events is

Reasons for failure in change management

Force field analysis

On October 1, 2000 the Department of Telecom Operations, Government of India became a

To become the largest telecom Service Provider in Asia

From Post & Telegraph (P&T) to Department of Telecommunication (DoT)

DEPARTMENT OF TELECOMMUNICATIONS (DoT)

duration of using the services

duration of using the services

duration of using the services

satisfied with the services

satisfied with the services

satisfied with the services

reasons for dissatisfaction

reasons for dissatisfaction

are you satisfied with the pricing of products

are you satisfied with the pricing of products

To the question on the pricing of the products:

rate the representative on being courteous

rate the representative on being courteous

To the question on the courteousness of the representative:

rate the representative on having knowledge

rate the representative on having knowledge

waiting period before speaking to the representative