1. INTRODUCTION 1.1 Industry Profile 1.1.

1 Industry Overview - Automotive Industry The automobile industry is the fastest growing industry. Automobiles have made it easier for travel and transportation for commercial and personal purposes, easier and efficient. Owing to an increase in automobile production, the pressure and competitiveness in the automobile industry has always been very high. New innovation in the automobile industry calls for new innovation in the automotive sector as well. So meeting new challenges in terms of product availability at the right time and at the right place, within the correct time plays a very important role in the survival of the automotive industry. The availability of old parts in optimum quantity is also needed as a part of maintaining service to the old customer base. 1.1.2 Global Scenario The global automotive industry is a highly diversified sector that comprises of Manufacturers Suppliers Dealers Retailers Original Equipment Manufacturers (OEMs) Auto electricians Spray painters or body repairers Fuel producers Environmental ans transport safety groups Trade unions

The automobile and automotive parts and component manufacturers constitute a major chunk of automotive industry throughout the world. The automotive manufacturing sector consists of automobile and light truck manufacturers, motor vehicle body manufacturers and motor vehicle parts and supplies manufacturers. This sector is engaged in manufacturing of automotives and light duty motor vehicles, motor vehicle bodies, chassis, cabs, trucks, automobile and utility trailers, buses, military vehicles and motor vehicle gasoline engines. 1.1.3 Top automotive producing nations United States of America, Japan, China, Germany and South Korea are the top 5 automobile manufacturing nations in the world. The U.S is the worlds largest producer and consumer of motor vehicles and automobiles accounting for 6.6 million direct and spin-off jobs. This sector represents nearly 10 % of the $10 trillion U.S
1

economy. Automobile manufacturing is one of the important industries in the world, which provides employment to nearly 25 million people worldwide. In the recent past, the auto parts manufacturing industry of the Midwest lost 12.7% of its employment due to recession. 1.1.4 Future outlook of the industry The automotive industry is witnessing tremendous and dynamic changes these days. This industry is slowly and gradually shifting towards Asian countries, mainly because of saturation of automobile industry in the Western world. The principal driving markets for the Asian automotive industry are China, India and the ASEAN nations. Low cost vehicles, namely scooters, motorcycles, mopeds and bicycles have led to the massive growth of some of the fastest developing economies like China and India. The future of the automotive industry in Asian countries such as Thailand, Philippines, Indonesia and Malaysia is bright and promising because of the ASEAN free trade area, under which export tariffs are very less. On a global scale, the assets of the top 10 automotive corporations accounts for 28% of the assets of the worlds top 50 companies, 29% of the people employed by them and 30% of their total sales. In the year 2006, the U.S sold around 16 million of new automobiles, Western Europe around 15 million while China and India sold 4 million and 1 million vehicles respectively. Latin America, Middle East, Eastern Europe, China, Malaysia and other nations are now emerging as the dominant markets of the automotive industry. Most of the major automotive players are shifting their production facilities to these emerging markets with the main purpose of gaining better access and reduction in their production costs. It is estimated that the automotive markets in South America and Asia will witness a boom in the near future. The various factors such as cheap financing, price discounts, rising income and developing infrastructure will assist in the growth and development of the automotive sector in the majority of the Asian markets. 1.1.5 Size and structure of the Automotive Industry The automotive industry occupies a leading position in the global economy, accounting for 9.5% of world merchandise trade and 12.9% of world export of
2

manufacturers. This industry manufactures self-powered vehicles including passenger cars, motorcycles, buses, trucks, farm equipment, other commercial vehicles and automotive components. The U.S is the major revenue source for the global automotive industry with a market share of $432.1 billion, occupying 37.2% of the worlds marketplace. The laeding countries that did trade with the U.S in 2006 were Canada (28.67%), Japan (26.4%), Germany (14.81%), Mexico (10.21%), and South Korea (5.48%). 1.1.6 Trends in the Automotive Sector In the past few years the world has been witnessing the progress of the Asian markets in the automotive and automobile industry. The reason for this could be that the auto industry in the west and Japan has almost matured as a result of saturation. In contrast the auto market spread over the Asian markets is increasing and is expected to grow further and become a destination of mostly globally leading manufacturers. This industry reveals the trends of the emerging markets of the developing nations China and India, backed by huge population growth rate resulting in efficient manpower and increasing economic growth. Rapid growth in the BRIC countries has enabled the growing section of the population of these countries to purchase cars. Global surveys reveal that within 10 years, these countries will account for a whopping 90% of the global auto sales growth. As a result of this leading auto manufacturers are setting up factories in the emerging markets for their potential customers and to serve them better. Prosperity of the national economy is reflected in the rising per capita income of the developing nations. Therefore, the increase in the GDP and per capita income has raised the purchasing capacity of the population that constitutes these emerging markets. 1.1.7 Indian Scenario The automotive industry in India is one of the largest in the world and one of the fastest growing globally. India manufactures over 17.5 million vehicles and exports about 2.33 million every year. It is the worlds second largest manufacturer of
3

motorcycles with annual sales exceeding 8.5 million in 2009. Indias passenger car and commercial vehicle manufacturing industry is the 7th largest in the world, with an annual production of more than 3.7 million units in 2010. According to recent reports, India is set to overtake Brazil to become the 6th largest passenger vehicle producer in the world, growing at 16 18% to sell around 3 million units in the course of 2011-12. In 2009, India emerged as Asias 4th largest exporter of passenger cars behind Japan, South Korea and Thailand. As of 2010, India is home to 40 million passenger vehicles and more than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%) making the country tha second fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual car sales are projected to increase to 5 million vehicles by 2015 and more the 9 million by 2020. By 2050 the country is expected to top the world in car volumes with approximately 611 million vehicles on the nations roads.

1.2 Organisation Profile The company Metzeler Automotive Profiles India Pvt. Ltd. (formerly BTR Wadaco Automotive Pvt. Ltd.), started its sealing system operations in November, 1993 as a joint venture between Schlegel Corporation, U.S.A. and the Wadhwa group, who were holding 60% equity of the company at that time. The company was initially set up to supply sealing systems to Maruti Udyog Ltd, a joint venture of the Government of India and Suzuki (Japan). Schlegel Corporation, doing business in the name and style of Metzeler Automotive Profile Systems (hereafter referred to as MAPS) progressively increased its share in the equity of the company from 40% in 1993 to 100% in 1999. The sealing systems business of MAPS was bought by CVC capital partners in March 2000. In July, 2001, MAPS sold 26% of the equity stake in the company to Toyota Gosei Co. Ltd. Currently, it is known as MAPS sealing system S.A. 1.2.1 Takeover by Cooper Standard Inc. The company has been acquired by Cooper Standard Automotive Inc., head quartered in Novi, Michigan, U.S.A. A global leader in each of its product lines, CSA specializes in the manufacture and marketing of system and components for the
4

global automotive industry. Cooper Standard Automotive Inc. employs more than 16000 across 62 facilities in 15 countries. Cooper Standards principle share holders are Goldman Sachs Capital Partners and The Cypress Group. The company is the worlds leading manufacturer of high performance body seals, glass runs and anti-vibration systems. They are one of the worlds 4 leading manufacturers of Drive train systems and are now looking to expand their business in engineered polymers. They have the coveted ISO 9001 and QS 9000 quality system certifications and use world class ERP systems. They have recently been bestowed with the ISO 14001 and OHSAS 18001 certification in the field of environmental management and occupational health and safety management system. They have the ability to design, prototype and manufacture world class sealing system for the automotive industry. The company has the latest CAD facility to undertake the design and development of static and dynamic sales for car manufacturers. 1.2.2 MAPS in India MAPS is a supplier of automotive products to all major OEMs like TATA, Ford, Mahindra & Mahindra, General Motors, Maruti, Fiat, Toyota, Daewoo, Delphi and Telco in India. Their plants have state-of-the-art design and manufacturing facilities covered by ISO 9001, QS 9000 quality systems, ISO14001 and TS16949 certification. Metzeler uses world class ERP systems. 1.2.3 Units of MAPS India Pvt. Ltd. MAPS INDIA is the global leader in the sealing systems. In India they have four plants located at Sahibabad, Manesar and Dharuhera. The total strength of employees at all the 3 units as follows:

S.NO. 1. 2. 3. SAHIBABAD DHARUHERA

UNIT

NO. EMPLOYEES 830 716 389

MANESAR & GURGAON

5

Fig: 1.1

Fig: 1.2

Fig: 1.3
6

1.2.4 Facts about MAPS Indian Operations Worldwide Total employment : 125 crores : 2.5 billion US dollars : 16000

Manufacturing facilities : 78 manufacturing plants in 17 countries 1.2.5 Mission Provide quality and value added product using upgraded technologies and skills to meet our customers expectations. Provide development opportunities to our people and encourage team work for superior performance. 1.2.6 Vision To be the largest preferred supplier in Indian automotive sealing systems and ensure stakeholders satisfaction, by providing quality products in a safe and green environment. 1.2.7 Our Belief Today Metzeler requires a steady flow of ideas and solutions from those who are closest to the process and the customers. 1.2.8 Core Values Committed to customers Openness Adaptability Integrity Mutual Trust, Respect and Care Strive for continuous important

1.2.9 Present Composition of Companys Ownership

Sales
Toyoda Gosel 26%

Automotive sealing system 74%

Fig: 1.4
7

1.2.10 Environmental Policy MAPS is committed to continually upgrading their environmental management system by ensuring that operations abide by environmental laws and regulations. The following principles are the basic to achieving these environmental objectives: Identification and control of any health, safety and environmental hazards related to employees, operations and facilities. Minimum use of hazardous materials and reduction in industrial wastes. Conserve resources and inprove the efficiency of energy usage.

1.2.11 Occupational health and safety policy MAPS is committed to implementing, maintaining and continually improving the occupational health and safety management system by ensuring compliance to legal requirements, continual reduction in rsik and hazard related to its employees and concerned parties. The objectives of this policy are as follows: Enhancement of employees awareness and consciousness to safe work practice through necessary information, instruction and training. Regular assessment and control to reduce the risk of illness, accidents in the organisation. Ongoing upgradation of occupational health and safety management system by adhering to customer, societal expectation, applicable legislation and other requirements that company subscribes to. 1.2.12 Achievements Quality certification: ISO/TS-16949, ISO- 14001 and OHSAS- 18001 2001- Best HR Practice National Award (2nd best in India) 2002-Merit Award of Quality Circle At QC International Convention in India 2003-Award for Superior Performance through Kaizen 2004-Award of Honour for Promoting Quality Circle from QCFI 2005- Excellence Award for Quality Circle National Convention 2005-Maruti Suzuki Kaizen Award 2006-Quality Award for TKM Best Supplier 2006-Delphi awarded to Top Four Suppliers
8

2006-Alliance Supplier Evaluation System B Grade Renault-Nisaan 2007-Excellence Award for QC National Convention

Certification from

2007-Auto Monitor Award for Best Human Resource Initiative of The Year (Partners In Progress) 2008-Ford Q1 Certificate 2008-Insaan First Prize for The Best Practice in Employee Involvement (Partners In Progress) 2009-Insaan 11th National Suggestion Summit 2010-Insaan 12th National Suggestion Summit

1.2.13 Product Profile

Fig: 1.5 As full service supplier of complete sealing system to international OEMs, MAPS India is in control of the development and production process. For the development of material, prototyping, tooling, testing, and simulation to mixing, extrusion and finishing all these process steps are conducted directly at MAPS. This ensures consistent and failure free processes at the end, a safely functioning products. 1.2.14 Sealing Systems Flexible connection between the doors and the passengers compartments and between the trunk lid and body and body protect the interior of a vehicle against the effect of the weather and dust. Sealing system contribute towards a reduction of the
9

drag coefficient and towards minimizing wind noise. They meet the exact design requirements of specific car type with regard to shape and surface of materials.

1.2.15 Metzeler Sealings System can be mounted quickly and easily and it provides smooth functioning of doors, window hoods and tail gates and sliding roofs. The product group rubber sheeting and compound is also a part of sealing systems unit of Metzeler. 1.2.16 Wire Carrier This special product is used as metal carrier in a number of applications such as door seals, crash helmets, and motor bile shields. Used in car sealing, these wire carriers are designed to provide optimum seal quality and flexibility as well as weight reduction. 1.2.17 Stamped Metal The use of this product is similar to wire carrier with similar applications. This product is to provide the optimum strength and flexibility and helps to retain the seal on the body profile. 1.2.18 Manufacturing Facilities Two intermixes of 45.6 Ltr capacity each One banbury mixer of 86 litres capacity with auto loading of carton, caco3 and process oil and semi auto chemical weighing. 4 dual durometer extrusion lines, well equipped with coating 4 single durometer extrusion lines Wire carrier unit 90 Pneumatic transfer presses 110 hydraulic transfer presses (15-25 ton capacity) 7 injection module presses Power lack up of 3450 kava MTD stations Effluent treatment plant Utilities like chillers, compressor, cooling tower etc. Mfg. pro/ERP, lotus, notes, internet facilities.
10

Compound testing and product test lab well equipped with reheometer (o2) viscometer, UTM, & microscope

1.2.19 Design Facility Metzeler India has the latest CAD (Computer Aided Design) and FEA (Finite Element Analysis) facilities to undertake design of static and dynamic seal for all automotive applications. It uses top end CATIA stations to design seals for car makers and 2D, 3D mechanical drawings, surface modifying, solid moulding, corner mould design, extrusion die design etc. It has global support for virtual methods techniques such as CAD and FEA, rapid prototyping digital mock-ups (DMU) and simulations. 1.2.20 Organisation structure and employee profiles

Managing Director
HEAD SBU TATA AND FIAT PLANT - DHARUHERA CFO HEAD HR HEAD SBU M&M, GMI & FORD HEAD SUPPORT SERVICE SR MANAGER INTERNATIONAL MARKETING SENIOR MANAGER IR SENIOR MANAGER SBU HONDA & TOYOTA SR MANAGER MATERIALS HEAD D&D SBU RENAULT SR MANAGER TECHNICAL HEAD SBU MARUTI PLANT- GURGAON

Fig: 1.6
11

1.2.21 Employee Profiles

S.NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

GRADES M M1 M2 M3 0 01 02 E E1 E2 T

DESIGNATION AGM Senior Manager Manager Assistant Manager Senior Officer/ Senior Engineer Officer/ Engineer Assistant Officer/ Assistant Engineer Senior Team Leader Senior Associate/ Team Leader Associate/ Associate Team Leader Trainee

1.2.22 Formulated HR Strategies Partners in Progress Strategic communication with all employees Suggestion scheme Quality circle Star performer KRA(Key Result Areas) for all staff members Total Productive maintenance Training SHE(safety, health and environment) programme Industry family bonds developments Culture Heritage development

Monthly review meetings of the apex body Half-yearly in-house competitions Management-QC leader interface held monthly Quality circle progress review held quarterly Best performer of the month QC annual convention

12

1.2.23 HR Practices employed by the company MAPS India has implemented a number of EMPLOYEE ENGAGEMENT PRACTICES to ensure employee involvement: Face in the crowd Outstanding innovation award Family night out

Foreign trip 5S Competition In-house magazines High tea with MD Suggestion scheme Kaizen and star performer scheme Quizzes and competitions Communication meet Sports Club Inter unit competition Annual functions Holi Milan Deepawali celebrations Safety Week Quality month In-house documentary film Departmental competitions (Slash, Best of extrusion etc.) Quality circles

1.2.24 HR Process at MAPS S.NO. 1. ACTIVITIES Communication Activities ADVANTAGES a) Helps to find out whats going on within the company outside of the immediate team. b) Helps to create an environment of trust and openness within the organization. c) Employees feel they are heard and are able to express
13

APPROACHES Monthly/weekly meetings for updates on corporate goals and directions Report on monthly meetings and seek suggestions.

Reward scheme

a)

b)

c)

Team activities

building a) b)

dissatisfaction and work together to resolve any conflicts without affecting their performance. Removes barriers to satisfaction in the organization. Provides a framework for rewarding everyone in the organization. Financial motivation to everyone / an opportunity to achieve. Generate a feeling of belonging Helps to create a community at the work place

Compensation and benefits programs Incentives Long service and good performance awards. Reward for idea generation Team recreational activities such as trips, tournaments etc. Social activities such as family gatherings Community outreach such as volunteering and fund raising Coaching and monitoring activities to give honest feedback by supervisors and peers Open and transparent culture to empower people and develop entrepreneurs

Leadership development activities

a) Stimulates good performance. b) Boosts creativity c) Easier succession planning

1.2.25 IT infrastructure at MAPS india A sound foundation is necessary to compete and win in the global marketplace. The SAP ERP application supports the essential functions of the business processes and operations efficiently and is tailored to the specific needs of the industry. Some of the functions supported are: Financial and management accounting improving confidence in financial reporting Operations management increase productivity in operations with a role based solution and centralized information. Marketing management Managing customer relations Covers the entire sales process starting from sales planning to the delivery. Pricing It is possible to maintain various price lists and link the same to customers or customer groups Rich collection of reports Sales enquiries over a period
14

Open enquiries Complete sales report

1.3 Objective of the study Change is essential to the growth of any organisation. While the effects of change may either be positive or negative but without change absolutely no growth and development is possible or should even be expected. Change management, if employed, is a structured approach of an organisation to moving from the current state to a future desired state. Over the years it has become a discipline of management and a major field of research in itself. The major objective of this study is to identify an organisation and then: 1. Study how the employees and the management perceive change 2. Identify what change initiatives have been employed in the last 5-6 years and study their efficacy Doing this it is hoped that the following can be understood: 1. How open and receptive is the organisation to change? 2. What can be done to improve the change culture of the organisation?

15

2. LITERATURE REVIEW 2.1 Introduction to change management Change may be defined as the process of becoming different. It is the process of moving from one state to another. This process may be random and chaotic or structured and planned. There are certain factors that act as drivers for change. These are as follows: Nature of the workforce: Almost all organisations are having to adjust to a multi-cultural environment. Demographic changes, immigration and

outsourcing have transformed the nature of the workforce. Technology: The advancement of technology is moving at a rapid pace and is changing jobs and organisations. Economic shocks: These have always impacted organisations. Firms have to brace themselves to adapt to these shacks as quickly as possible. Competition: Successful organisations are those that are flexible and responsive and can change in response to the competition. Social trends: Social trends do not remain static. For instance, consumers are increasingly doing their shopping at big box retailers and online. This will mean a change in the marketing strategy of the organisation. World politics: Changes such as the opening up of China and Southeast Asia, rise of Muslim fundamentalism and acts of terrorism around the world have led to changes in business practices related to the creation of backup systems, employee security, employee stereotyping and profiling. 2.1.1 Change Management Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. In project management, change management refers to a project management process where changes to a project are formally introduced and approved. Some examples of organisational change are: Missionary changes Strategic changes
16

Operational changes (including structural changes) Technological changes Changing the attitudes and behaviour of personnel

As a multidisciplinary practice that has evolved as a result of scholarly research, Organizational Change Management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan. Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leaderships styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment,

communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects. Change management can be made successful by: Effective communication informing stakeholders the reasons for and benefits of change Devising an effective training scheme Countering resistance from employees Providing personal counselling Monitoring the implementation and making improvements wherever required

Change may be classified as:

CHANGE

Planned

Unplanned

Fig: 2.1 Classification of change

17

2.1.2 Planned Change Planned change is a proactive response to anticipated changes. It is a dynamic process, requires a proactive response and is the foundational definitions of Organisational Development. The success of planned change depends on Change agents. These are persons who act as catalyst and assume the responsibility for managing change. The change agent(s) could be any of the employees of the organisation and must be carefully chosen. Change initiatives fail mostly because of the wrong selection of change agents. Steps in Planned Change Once managers and an organization commit to planned change, they need to create a logical step-by step approach in order to accomplish the objectives. Planned change requires managers to follow an eight-step process for successful implementations, which is illustrated in the following figure:

Need for change Follow-up & evaluation

Development of goals of change

Implementation

Selection of change agent

Plan for implementation Development of a plan

Selecting method of intervention

Diagnosis

Fig: 2.2 Steps to implementing change

18

Each of the steps has been elaborated as follows: 1. Recognize the need for change. Recognition of the need for change may occur at the top management level or in peripheral parts of the organization. The change may be due to either internal or external forces. 2. Develop the goals of the change. Remember that before any action is taken, it is necessary to determine why the change is necessary. Both problems and opportunities must be evaluated. Then it is important to define the needed changes in terms of products, technology, structure, and culture. 3. Select a change agent. The change agent is the person who takes leadership responsibility to implement planned change. The change agent must be alert to things that need revamping, open to good ideas, and supportive of the implementation of those ideas into actual practice. 4. Diagnose the current climate. In this step, the change agent sets about gathering data about the climate of the organization in order to help employees prepare for change. Preparing people for change requires direct and forceful feedback about the negatives of the present situation, as compared to the desired future state, and sensitizing people to the forces of change that exist in their environment. 5. Select an implementation method. This step requires a decision on the best way to bring about the change. Managers can make themselves more sensitive to pressures for change by using networks of people and organizations with different perspectives and views, visiting other organizations exposed to new ideas, and using external standards of performance, such as competitor's progress. 6. Develop a plan. This step involves actually putting together the plan, or the what information. This phase also determines the when, where, and how of the plan. The plan is like a road map. It notes specific events and activities that must be timed and integrated to produce the change. It also delegates responsibility for each of the goals and objectives. 7. Implement the plan. After all the questions have been answered, the plan is put into operation. Once a change has begun, initial excitement can dissipate
19

in the face of everyday problems. Managers can maintain the momentum for change by providing resources, developing new competencies and skills, reinforcing new behaviors, and building a support system for those initiating the change. 8. Follow the plan and evaluate it. During this step, managers must compare the actual results to the goals established in Step 4. It is important to determine whether the goals were met; a complete follow-up and evaluation of the results aids this determination. Change should produce positive results and not be undertaken for its own sake. Any comprehensive model of planned change includes a set of activities that managers must engage in to manage the change process effectively. The need for change, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum during the change must be recognised. 2.1.3 Unplanned Change Unplanned Change usually occurs because of a major, sudden surprise to the organization, which causes its members to respond in a highly reactive and disorganized fashion. It happens in reaction to unseen and unanticipated influences. Often it is difficult to tell where the change came from and how it was initiated. Change may also be classified as:

CHANGE

Strategic

Tactical

Fig: 2.3 Classification of change 2.1.4 Tactical Change Tactical change occurs in the short-term and is generally short lived. Planned tactical changes imply routine adjustments but unplanned tactical changes usually mean a knee jerk reaction to an unexpected influence.

2.1.5 Strategic Change Strategic change is about leveraging vision to get at fundamental aspects of the organization, including the organization's direction and its culture. Strategic change
20

is about forging organizational robustness in the face of environmental pressures. Planned strategic change is aimed at building robustness while unplanned strategic change normally means using a spontaneous opportunity.

2.2 Resistance to change Change is always resisted, whether it is by individuals or the organisation. Often change is perceived to be threatening. Resistance to change however can have a positive influence. These could be: It provides a degree of stability and predictability to behaviour. If there was no resistance, organisational behaviour would take on the characteristics of chaotic randomness. Resistance can also be a source of functional conflict. It can stimulate a healthy debate about the merits of the idea and thus result in better decision making.

However the downside to resistance is that it hinders adaptation and progress. Too much of resistance can slow down the progress rate and hence can even endanger the future of the organisation.

Why does resistance to change arise? Organisational behaviour experts agree that there could be a number of factors responsible for this: Parochial self interest: Individuals are concerned with the implications for themselves. Habit: Habit provides comfort and security Misunderstanding: This may be because of communication problems / inadequate information Low tolerance of change Different assessment of change: Disagreement over need for change Economic implications: People are likely to resist change if it is perceived to affect their pay Fear of the unknown: This is a very common psychological fear in people.

21

Resistance can be either:

Resistance Overt / Implicit Immediate/d eferred

Fig: 2.4 Classification of resistance to change It is easiest to deal with resistance that is overt and immediate. The greater challenge is managing resistance that is implicit and deferred. Implicit resistance efforts are more subtle and hence more difficult to recognise. Similarly deferred actions cloud the link between the source of resistance and the reaction to it. Reactions to change can build up and then explode in some response that seems totally out of proportion to the change action it follows. 2.2.1 Sources of Resistance to Change The sources of resistance to change can be classified as:

Sources of Resistance to change Individual Organisational

Fig: 2.5 Classification of sources of resistance to change The individual sources are as follows: Habit: Habits or programmed responses are relied upon in complex situations. Hence when confronted with change this tendency to respond in accustomed ways becomes a source of resistance. Security: Security implies the feeling of safety that is threatened when faced by change. Economic factors: Changes in job tasks or established work routines can arouse economic fears.
22

Selective information processing: Individuals selectively process information to keep their perceptions intact. Fear of the unknown: Change substitutes ambiguity and uncertainty for the unknown.

The organisational sources are as follows: Structural inertia: Organisations have built in mechanisms to produce stability. When confronted with change, this structural inertia acts as a counterbalance to sustain stability. Limited focus of change: Organisations are made up of a number of interdependent subsystems where one cannot be changed without affecting the others. So limited changes tend to be nullified by the larger system. Group inertia: Even if individuals are willing, group norms may act as a constraint. Threat to expertise: Changes in organisational pattern may threaten the expertise of specialized groups. Threat to established power relations: Any redistribution of decision-making authority can threaten long-established power relations within the organisation. Threat to established resource allocations: Groups in the organisation that control sizable resources often see change as a threat. 2.3 Overcoming Resistance to Change There are certain popular methods in use to overcome change. These are as follows: Education and Communication: By helping employees see the logic of a change resistance can be reduced. Participation: Prior to making a change, those opposed to it can be brought into the decision process. Building support and commitment: When employees fear and anxiety are high, employee counselling may facilitate adjustment. Implementing changes fairly: One way organisations can minimise the negative impact of change is to make sure that the change is implemented fairly.

23

Manipulation and cooptation: Manipulation refers to covert influence attempts. Cooptation, on the other hand, is a form of both manipulation and participation. It seeks to buy off the leaders of the resistance group by giving them a key role in the change decision.

Selecting people who accept change: Ability to accept and adapt to change is related to personality. People, who adjust best to change, are willing to take risks, have a positive attitude towards change and are flexible in their behaviour. Organisations can facilitate the change process by selecting people who score high on these characteristics.

Coercion: This refers to the application of direct threat or force on the resisters.

2.3.1 Politics of change Since change invariably threatens the status quo, it inherently implies political activity. These could be: Impetus for change is likely to come from outside change agents Internal change agents are most threatened by their loss of status in the organization Long-time power holders tend to implement only incremental change The outcomes of power struggles in the organization will determine the speed and quality of change

2.4 Approaches to Managing Organisational Change There are a number of approaches to managing change. These are as follows: 1. Lewins Three-Step Model 2. Kotters Eight-Step Model 3. Action Research 4. Organisational Development Each of these methods has been elaborated as follows.

24

2.4.1 Lewins Three-Step Model

Unfreeze

Change

Refreeze

Fig: 2.6 Lewins Three-Step model 1. Unfreeze: Create initial motivation to change by convincing people that the initial state is undesirable. 2. Change: Identify new behaviours and norms. Communicate them and adopt new attitude and culture. 3. Refreeze: Reinforce new behaviour through reward systems,

communications, structures etc. 2.4.2 Kotters Eight-Step Model John Kotter of the Harvard Business School built on Lewins three-step model to create a more detailed approach for implementing change. Kotter began by listing common mistakes that managers make when trying to initiate change. These included: The inability to create a sense of urgency about the need for change Failure to create a coalition for managing the change process Absence of a vision for change Not removing the obstacles impeding achievement of that vision Not anchoring the changes to the organisational culture

Kotter then established eight sequential steps to overcome these problems. These are:
Establishment of a sense of urgency Formation of a coalition Planning and rewarding of short term wins Empowerment of others Making of improvements where necessary Reinforcement of changes

Creation of a new vision

Communication of the vision

Fig: 2.7 Kotters Eight-Step Model

25

Each of these steps has been explained as follows: 1. Establish a sense of urgency: Stakeholders tend to react favourably when there is a sense of urgency. Hence a compelling reason is created as to why change is needed. 2. Formation of a coalition: A coalition with enough power to lead the change is formed. 3. Creation of a new vision: A new vision to direct the change and strategies for achieving the vision are decided upon. 4. Communication of the vision: The vision is communicated throughout the organisation. 5. Empowerment of others: Other stakeholders are empowered to act on the vision by removal of the barriers to change and encouragement of risk taking and creative problem solving. 6. Planning and rewarding of short term wins: Short-term wins that move the organisation towards the new vision must be planned, created and rewarded. 7. Making of improvements where necessary: Improvements are

consolidated, changes reassessed and necessary adjustments made in the new program 8. Reinforcement of changes: Changes are reinforced by demonstrating the relationship between new behaviours and organisational success. 2.4.3 Action Research Model Action research refers to a change process based on the systematic collection of data and then selection of a change action based on what the analysed data indicates.

Diagnosis

Analysis

Evaluation

Feedback

Action

Fig: 2.8 Action Research Model

26

Each of the steps of the Action Research Model has been elaborated as below: 1. Diagnosis: The change agent begins by gathering information about problems, concerns and needed changes from the members of the organisation. 2. Analysis: The change agent synthesises information such as the problems that people key in on and the pattern these problems seem to take, into primary concerns, problem areas and possible actions. 3. Feedback: This requires sharing with employees what has been found from the diagnosis and analysis. The employees, with the help of the change agent, develop action plans for bringing about the needed change. 4. Action: The employees and the change agent carry out the specific actions to correct the problems that have been identified. 5. Evaluation: The action plans effectiveness is evaluated. Then using the initial data gathered as a benchmark, any subsequent changes can be compared and evaluated.

2.4.4 Organisational Development Organisational development is a term used to encompass a collection of planned change interventions built on humanistic-democratic values that seek to improve organisational effectiveness and employee well-being. The OD paradigm values human and organisational growth, collaborative and participative processes and a spirit of enquiry. The following briefly identifies the the underlying values in most OD efforts: Respect for people: Individuals are perceived as being responsible, conscientious and caring. They are treated with dignity and respect Trust and support: An effective and healthy organisation is characterised by trust, authenticity, openness and a supportive climate. Power equalisation: Effective organisations deemphasise hierarchical authority and control. Confrontation: Problems are openly confronted, rather than being swept under the rug.

27

Participation: The more that people who will be affected by a change are involved in the decisions surrounding that change, the more they will be committed to implementing those decisions.

There are mainly six OD techniques or interventions for bringing about change. These are: 1. Sensitivity Training: It refers to a method of changing behaviour through unstructured group interaction. Members are brought together in a free and open environment in which participants discuss themselves and their interactive processes, loosely directed by a professional behavioural scientist. The objective of sensitivity training is to provide subjects with increased awareness of their own behaviour and how others perceive them, greater sensitivity to the behaviour of others, and increased understanding of group processes. 2. Survey Feedback: The survey feedback approach is a tool for assessing attitudes held by organisational members, identifying discrepancies among member perceptions and solving these differences. Organisation members may be asked to suggest questions or may be interviewed to determine what issues are relevant. The data collected then becomes the springboard for identifying problems and clarifying issues that may be creating difficulties for people. 3. Process Consultation: The purpose of a process consultation is for an outside consultant to assist a client, usually a manager, to perceive, understand and act upon process events with which the manager must deal. While process consultation may seem to be similar to sensitivity training, it is different in that process consultation is more task-directed. 4. Team Building: Team building uses high interaction group activities to increase trust and openness among group members. Team building is applicable where group activities are interdependent. The objective is to improve coordinative efforts of members, which will result in increasing the teams performance. 5. Intergroup Development: Intergroup development seeks to change the attitudes, stereotypes, and perceptions that groups have of each other. In this method, each group meets independently to develop lists of its perception of itself, the other group and how it believes the other group perceives it. The
28

groups then share their lists, after which similarities and differences are discussed. Differences are clearly articulated, and the groups look for causes of the causes of the disparities. 6. Appreciative Inquiry: While most OD approaches are problem-centered, in that they first identify a set of problems and then look for a solution, appreciative inquiry accentuates the positive. Rather than looking for problems to fix. This approach seeks to identify the unique qualities and special strengths of an organisation, which can then be built on to improve performance.

2.5 Creating a culture for change Organisations can embrace change by transforming their cultures and by having a more proactive approach to change. Research scholars have identified two fundamental approaches by which this can be done: Stimulating a culture of innovation Creating a learning organisation

2.5.1 Stimulating a culture of innovation Innovation is a more specialised kind of change. Innovation is a new idea applied to initiating or improving a product, process or service. So all innovations involve change, but not all changes necessarily involve new ides or lead to significant improvements. While no fixed formula exists, there are some factors which are instrumental for innovation. These are: 1. Structural variables: These are the most studied potential source of innovation. The structure-innovation relationship has four characteristics: Organic structures positively influence innovation. Because they are lower in vertical differentiation, formalisation and centralisation, organic organisations facilitate the flexibility, adaptation and crossfertilization that makes the adoption of innovation easier. Long tenure in management is associated with innovation. Innovation is nurtured when there are slack resources. Having an abundance of resources allows an organisation to afford to purchase
29

innovations, bear the cost of instituting innovation and absorb failures, if any. Inter unit communication is high in innovative organisations

2. Cultural variables: Innovative organisations tend to have similar cultures. They encourage experimentation and reward both successes and failures. 3. Human resource: Innovative organisations actively promote training and development of their members, offer high job security and encourage individuals to become champions of change. Once a new idea is developed, idea champions actively and enthusiastically promote the idea, build support, overcome resistance and ensure that the innovation is implemented. 2.5.2 Creating a learning organisation A learning organisation is an organisation that has developed the continuous capacity to adapt and change. Most organisations engage in single-loop learning i.e. when errors are detected, the correction process relies on past routines and present policies. In contrast, learning organisations use double-loop learning. When an error is detected, its corrected in ways that involve the modification of the organisations objectives, policies and standard routines. Learning organisation can be envisioned to be a solution to three problems that plague organisations today: Fragmentation: This is based on barriers that are created by specializations, which separate different functions into independent units. Competition: An overemphasis on competition undermines collaboration. Reactiveness: This misdirects the managements attention to problem solving rather than creation. An emphasis on reactiveness pushes out innovation and continuous improvement. There are certain characteristics of a learning organisation. These are as follows: There exists a shared vision that everyone agrees on. People discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs.

30

Members think of all organisational processes, activities, functions, and interactions with the environment as part of a system of interrelationships. People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment. People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organisations shared vision.

An organisation can be changed to transform it into a continual learner. There are a number of approaches which may be used to make an organisation, a learning one. These are: Establishing a strategy: Management needs to make explicit its commitment to change, innovation, and continuous improvement. Redesigning the organisations structure: A formal structure can be a serious impediment to learning. By flattening the structure, eliminating departments, and increasing the use of cross-functional teams, interdependence is reinforced and boundaries between people are reduced. Reshaping the organisations culture: To become a learning organisation, managers need to demonstrate by their actions that taking risks and admitting failures are desirable traits. That means rewarding people who take chances and make mistakes.

2.6 Organisational Change in Indian businesses Traditional Indian businesses are plagued by some crucial problems that act as barriers to change and development. At a general level the organisations and the people working in it face problems of attitude. Some of these key problems include: Lack of aspiration to be world class Lack of vision, professionalism, process sensitivity, cost consciousness, and a sense of ownership Little respect for time Lack of a professional system of skill development

While these are the important problems, employers and employees alike, also feel the need to tackle issues of outdated technology, excessive workforce, inadequacy of
31

skill, lack of concern for customer satisfaction and unsatisfactory levels of productivity. Indian organisations also face problems of hierarchy and caste dynamics. Organisations are yet to recognise the need to decentralise power to professionals, and this impedes their potential to attract and retain quality workforce. In recent years, opportunities opened as a result of liberalisation have changed the attitude of Indian businesses. Several Indian organisations have embraced a culture of change and innovation. Case Study: North Delhi Power Limited has attained tremendous success through promotion of learning, effective performance management, and change management. NDPL has also introduced saarathi- a system of online submission of employee grievance that minimises chances of procrastination by managers in grievance redressal. Sasken Communication reflects an atmosphere of complete trust and equality. They work on the concept that lack of monitoring will lead to complete transparency and freedom from fear; thereby giving the employee the liberty and room to work in whichever way he wishes. Thus it has no attendance system and no limit on sick leave that an employee can avail.

32

3. RESEARCH METHODOLOGY Research is the systematic search for pertinent information on a topic. Hence here, the basic framework of research used will be elaborated. This project required real time data to be able to analyse it and thus give appropriate results and suggestions. The steps followed were: Problem definition Identification of the levels to be surveyed Preparation of the questionnaire (deciding the type of questions etc.) Collection of data Organisation and evaluation of the data Drawing certain conclusions on the basis of available data.

3.1 Defining the problem As stated in the objective, the problem was identified as being two-fold: 1. To find out the general perception of change in the organisation i.e. if the employees are open to change 2. By interviewing the employees, to find out the various initiatives in this direction that have been carried out and how have they impacted the general work culture.

3.2 Identifying the levels to be surveyed It is generally agreed that for any change management initiative to be successful, the implementation has to begin at the top. Also, the effects of change management will be seen sooner by the management, than by the lower level employees. Hence this survey was restricted to the top management, the executive level and the administrative staff. Shop floor workers were excluded from the survey.

3.3 Preparing a questionnaire The questionnaire has been rightly called the heart and soul of any survey. A good questionnaire is essential to the proper collection of data.
33

If the data collected is not proper or the intended one, it will affect the further steps of analysing the data and drawing conclusions from it. A questionnaire should fulfil the following criteria, to be effective: It must not be very lengthy It must be precise and concise As far as possible, the objective questions must come first followed by the subjective ones It must be able to convey to the respondent as to what is expected of him As far as possible it must be self-explanatory

All efforts were made to adhere to these conditions during the preparation of the questionnaire.

3.4 Collection of data Data was collected through personal interviews of employees belonging to the identified target group. All views expressed were recorded as fairly and thoroughly as was possible.

3.5 Organisation and evaluation of data Data has been evaluated and organised to reach certain conclusions. This has been done with the use of certain statistical tools.

3.6 Drawing certain conclusion on the basis of available data Using the results obtained statistically, certain conclusions have been drawn and recommendations given.

34

4. CASE STUDY Introduction: The automotive industry is the fastest growing industry today, and by virtue of this fact is a largely dynamic one. It has witnessed a number of changes that have fairly revolutionised the industry. Hence, to stay afloat in such a competitive industry, global players have to constantly look to innovation and change. MAPS are the global leaders in sealing systems. In India they are the major suppliers to all the large OEMs. Hence, the challenge is to sustain in such an environment. And this can only be done through change and its proper management. Hence, this project aims to find out the various interventions that have been implemented in this direction, and their efficacy. One of the major change interventions that have been initiated is Partners in Progress. It is a systematic approach to enhancing the level of involvement, the thought process and attitude re-engineering. It recognises the importance of the understanding of all employees, of the need to willingly be partners in progress. The aim of this intervention therefore was to improve relations and the overall level of motivation. A motivated and buoyant team can change the destiny of the organisation. The basic model followed in the Partners In Progress intervention is: Being clear in setting of the objective Floating the idea Being patient-letting the idea sink in and be accepted Carefully selecting the change agents Letting them implement the idea and being ready to tolerate the shortcomings that may follow Trusting human wisdom, that the change agents will mature gradually, but surely Recognising their efforts through a thanksgiving ceremony

The lesson followed at MAPS-India is Keep Initiatives Simple. This enhances people involvement and thereby the decision making process.

35

Data collection sources: A questionnaire was prepared as a method of data collection. It contains a number of objective questions for the purpose of numerical analysis and some subjective ones to capture the employees perception of change. The questionnaire that was used as a data collection tool is as follows:
Metzeler Automotive Profiles India Ltd. Survey on the perception of change and its management in the organisation Questionnaire

Change is a structured approach to shifting from the present state of an individual, team or organisation to a future desired state. As an organisational process it aims to help employees accept and embrace change. Changes can be strategic, structural, technological and/or operational. Change management refers to how the changes are implemented i.e. in a systematic and planned manner or otherwise; and how the response to the change over which the organisation has no control is managed. (please answer the following questions regarding change & its management in your organisation.)

Name (optional): _____________________________________________________ Designation*(important): ________________________________________________________

1. In your opinion how important is change for an organisation? o Very important o Important o Fairly important o Not at all important 2. When there is a change in the organisation that is directly affecting your work, are the reasons and benefits of the change communicated to you? o Yes o No 3. In order to adapt to the change, if any training/counselling is required, it is available to you: 36

o o o o

Always Occasionally Rarely Never

4. Once the change has been made is it continuously monitored for any conflicts that may arise? o Yes o No 5. Please rate your workplace on the following (on a scale of 1 to 5): (1 hardly exists; 2 poor; 3 average; 4 good; 5 - excellent) Ease in information flow from the bottom to the top Leadership Innovation Team work Openness to ideas Encouragement to take risks _____ _____ _____ _____ _____ _____

6. Is the opinion of the employees, who are to be affected by a particular change, heard and taken into consideration when decisions are taken? o Always o Occasionally o Rarely o Never 7. Are employees appreciated and due recognition given to them for their ideas? o Always o Occasionally o Rarely o Never 8. What changes have occurred recently at MAPS-India (or since you joined the organisation)? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 9. In your opinion was the implementation of each of these changes in a planned and systematic manner? Please elaborate 37

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 10. If the need is felt to make a change in the organisation, what is your opinion about the procedure followed? Can changes be easily made? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 11. Has Partners in Progress affected you and the quality of your work? If so, how? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Sample size: A sample size of 35 was taken for this survey, incorporating members of the management, executive and administrative levels. With the size of the target group being 62, the sample size is hence 57% of the total population. Technique of data collection: The method used was personal interview. Each of the respondents was spoken to and their ideas and thoughts expressed were recorded as accurately as possible. The respondents were chosen at random from among the target group.

38

Data Analysis: The responses obtained for each of the questions will be analysed: Q1. In your opinion, how important is change for an organisation? Response Very Important Important Fairly Important Not at all important Number of respondents 16 16 3 0

Responses
Very Important Important Fairly Important

8% 46% 46%

Q2. When there is a change in the organisation directly affecting your work, are the reasons and benefits of the change communicated to you? Responses Yes No 27 8 Number of respondents

Responses
Yes No

22%

78%

39

Q3. In order to adapt to the change, if any training or counselling is required, how frequently is it available to you? Response Always Occasionally Rarely Never 8 16 8 3 Number of Respondents

Responses
Always Occasionally 11% 22% 22% 45% Rarely Never

Q4. Once the change has been made, is it continuously monitored for any conflicts that may arise? Response Yes No 12 23 Number of respondents

Responses
Yes No

33%

67%

40

Q5. Please rate your workplace on the following factors (on a scale of 1 to 5) (Legend: 1 hardly exists, 2 poor, 3 average, 4 good, 5 excellent) 1 2 3 4 5 Flow of information from the employees to the top management Response Number of Respondents 0 8 23 4 0

Responses
2(poor) 3 (average) 11% 22% 4 (good)

67%

1 2 3 4 5

Leadership Response 0 4 16 11 4 Number of Respondents

Responses
2 (poor) 3 (average) 11% 4 (good) 11% 5 (excellent)

33% 45%

41

 1 2 3 4 5

Innovation Responses 0 11 20 4 0 Number of Respondents

Responses
2 (poor) 3 (average) 4 (good)

11% 33%

56%

1 2 3 4 5

Teamwork Response 4 0 4 27 0 Number of Respondents

Responses
1 (hardly exists) 3 (average) 4 (good)

11% 11%

78%

42

 1 2 3 4 5

Openness to ideas Response 0 3 14 18 0 Number of Respondents

Responses
2 (poor) 3 (average) 10% 4 (good)

50% 40%

1 2 3 4 5

Encouragement to take risks Response 4 0 4 27 0 Number of Respondents

Responses
1 (hardly exists) 3 (average) 4 (good)

11% 11%

78%

43

Q6. Is the opinion of employees who are to be affected by a particular change, heard and taken into consideration when decisions are taken? Response Always Occasionally Rarely Never 0 27 8 0 Number of Respondents

Responses
Occasionally Rarely

22%

78%

Q7. Are employees appreciated and due recognition given to them for their ideas? Response Always Occasionally Rarely Never 8 23 4 0 Number of Respondents

Responses
Always Occasionally 10% Rarely

55%

30%

5%

44

Subjective Questions: All the points mentioned (common or otherwise) have been recorded for each of the questions. Q8. What changes have occurred recently (in the last 5 years) at MAPS India (or since you joined the organisation)? MAPS has expanded vastly in the past few years. Sales have also increased by a large extent (nearly 10 times) Initiation of a large number of extracurricular activities Introduction of Partners in Progress This has led to the commencement of annual functions. A Safety Film is also underway. Today self propelled teams exist; for instance In house magazine Introduction of a common platform, that allows greater interaction between employees of unrelated departments Restructuring of the HR department Takeover of Metzeler by Cooper Standard Organising of more medical camps; there is a general feeling that MAPS has become more employee friendly and employee centric There has been a change in employee-attitude, becoming more responsive and less afraid of competition

Q9. In your opinion was the implementation of each of these changes in a planned and systematic manner? Please elaborate. While the overwhelming response was yes, a few respondents were unsure because of lack of awareness of the change process. The general opinion was: There has been an increasing clarity in setting of objectives Selection of change agents is done carefully First sharing the idea and then implementing it is instrumental to the success of the change initiative; this is being followed at MAPS Change has been in a very planned manner, which is why, the customer line was not stopped for even a single day during the expansion process and other changes

Q10. If the need is felt to make a change in the organisation, what is your opinion about the procedure followed? Can changes be easily made? The overall idea was that if the idea for the change is shared with the stakeholders i.e. the employees most likely to be affected by the change, there is a greater chance of success. People must be allowed to make mistakes and the organisation should tolerate the shortcomings, till success id achieved. As long as planning and communication is present changes can be easily made. However there were some employees (nearly 50%) who were either unaware of the change process or perceived it to be time-consuming and cumbersome.

45

Q11. Has Partners in Progress affected you and the quality of your work? If so, how? The opinion of the majority is that PIP has affected employees and their quality of work. This has been in the following ways: It has brought the employees under one aegis Hence there is a greater feeling of teamwork than before Each of the employees now feel that they are working together towards a common goal and not in a disconnected manner with no clarity in te vision and mission It makes the employees feel that they are a part of something bigger than themselves. Hence they are now motivated to work, not only for themselves and the expected returns, but for the organisation It has had more of an impact on the shop floor workers, having tried to bridge the gap between them and the top management (Kaizen schemes, family visits, Sports club, Face in the crowd scheme etc.) New employees, who have just joined the organisation, were not fully aware of this scheme but admitted that they had heard other employees talk of it. Thus they had already perceived it to be a good motivating factor However employees from the Export and Replacement business felt that they had been ignored. Expansion did not create a place for this area which had resulted in a huge sales loss at the time.

Findings: Hence the findings from this survey and the subsequent data analysis may be summarised as follows: The general mindset of the employees of MAPS-India is that change is important for an organisation. Hence this means that they will be more responsive to change. Thus receptiveness to change is fairly good. A large majority of the employees agreed that the reasons and benefits of any change likely to affect their work, is communicated to them. This is an important aspect of the change process and must be continued A greater part of the population surveyed said that training or counselling required to adapt to a change, was available only occasionally to them. A significant number also said that training was rarely available. Thus, the prevailing perception that the management and the personnel department are not supportive must be changed. The general feeling of the population was that once a change is implemented, it is not monitored for any conflicts that may arise. Hence the process of hand-holding must be stronger and better. The responsibility of the management must not end with the implementation. When asked to rate their workplace on certain factors, the responses generally obtained were as follows: o Flow of information from the employees to the top management average
46

o Leadership average o Innovation average o Teamwork good o Openness to ideas good o Encouragement to take risks good The general view was that, the opinion of the employees who are to be affected by a change was only occasionally taken. Hence, while PIP has encouraged employee involvement to a great extent, it has still not reached all the levels. Also, employees felt that due recognition is not given to them always for their ideas. Recognition acts as a motivating factor, thereby increasing productivity. Hence, due care must be taken in this regard. Employees must feel appreciated for their work and their contribution to the organisation. Most of the employees agree that there have been a lot of changes for the better, recently at MAPS and these changes have been made in a systematic manner. Not many employees are aware of the change procedure in place. Thus they are more likely to keep any ideas for change, incremental or radical, to themselves. The overwhelming opinion however has been that Partners In Progress has affected employees at all levels, and has enhanced their quality of work in some way of the other. While its effects have been observed more among the shop floor workers, the administrative and the executive staff agree that it acts as a good binding factor, by bringing employees across all levels together and motivating them to work towards a greater, common goal.

Recommendations: A few recommendations are as follows: While it is apparent that PIP does achieve the desired goal of employee involvement, it has still not reached all the employee levels. Hence, more schemes should be introduced to make it pervasive at all levels. The perception of the employees that training is available to them only occasionally must be changed. It must be made known that the HR department is always ready to help them and they must be made to feel welcome there. A better conflict-monitoring process can be put in place and this should be made known to the employees, so as to make them feel that the organisation will tolerate the shortcomings. This will make them more responsive and hence less resistive to change. Employee involvement may also be increased by letting them know how important their opinions, suggestions and ideas are to the organisation. While suggestion schemes are already in place, they can be held more frequently and in a way that the employees feel, that their suggestions and ideas are welcome, irrespective of the level they work at.
47

More public recognition for ideas will motivate employees to give their ideas for betterment of the organisation. A culture of innovation should be inculcated at MAPS. The basic step in this direction would be to improve the flow of communication in the organisation. Also, the employees must constantly be given indicators that they have a strong leadership. This can be done by implementing the openness to take risks and thus to new ideas at the top level itself.

Limitations of the study: There are some limitations to this study and hence room for more work and improvement of the accuracy of the findings. These are: This survey included employees of only the plant at Sahibabad. The workers from Dharuhera and Manesar were not included. Hence it cannot be said that these findings accurately represent the opinions of tll the employees of MAPS. The survey excluded workers at the shop floor level. Hence a holistic view has not been obtained. Closer the size of the sample is to the total population, greater will be the accuracy. Here, the entire intended population has not been surveyed.

48

5. BIBLIOGRAPHY/REFERENCES HR Manual MAPS India Vision and Management of Change http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch19.html Principle and Management Steps in Planned Change http://www.cliffsnotes.com/study_guide/Steps-in-PlannedChange.topicArticleId-8944,articleId-8888.html

Organisational Change Management Model http://www.businessperform.com/changemanagement/change_management_model.html Organisational Behaviour Stephen P. Robbins, Timothy A. Judge & Seema Sanghi

The Human Relations Movement Baker Library Bloomberg Centre http://www.library.hbs.edu/hc/hawthorne/intro.html Research methodology http://www.newagepublishers.com/samplechapter/000896.pdf Change Management www.wikipedia.com

49