Académique Documents
Professionnel Documents
Culture Documents
OF
ORGANIZATIONAL CHANGE
AND DEVELOPMENT
ON
“CHANGE MANAGEMENT
AT
TATA MOTORS”
SUBMITTED TO:
Ms. ANUMEHA
SUBMITTED BY:
ANCHAL DHAWAN
MBA-LIT (IV-D)
RT1804B33
Reg. no.: 10810204
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion of any task
would be incompletes without the mention of people who made it possible, those
consistent guidance and encouragement crowned my efforts with success. In the
completion of my master degree first of all I am thankful to Department of
Management for giving me the opportunity of researching on particular topic.
I would also like to mention my thanks to Ms. ANUMEHA (Lecturer in LIM) who
helped me for developing the concept of HUMAN RESOURCE which will help me
to know about the issues in change management.
I would also like to thanks my parents for encouraging and giving me full support.
Anchal Dhawan
Masters in Business Administration
Department of management
TABLE OF CONTENTS
Serial Content Page no
Number
Acknowledgement 2
13 Relevance of OD Intervention 36
15 Suggestions 38
16 References 39
INTRODUCTION
TO
CHANGE MANAGEMENT
The field of change management grew from the recognition that organizations are
composed of people. And the behaviors of people make up the outputs of an
organization.
• Strategic changes
• Technological changes
• Structural changes
• Changing the attitudes and behaviors of personnel
There are many models in understanding the transitioning of individuals through the
phases of change management and strengthening organizational development
initiative in both government and corporate sectors. They are
1. ADKAR Model
2. Unfreeze-Change-Refreeze
3. Kübler-Ross
4. Formula for Change
5. PCI (People Centered Implementation)
Some of the Potential issues concerning the successful Change deployment process:
The House (Of Quality) Needs Foundations
Underestimating the need for a support structure can be a big mistake in the process
of deploying Lean or Six Sigma. It is important to first assess the gap between your
current state and the future, desired state. This activity produces a list of things that
need to change and, in addition, those that need to be positively reinforced. In the
change process, this is not an either/or proposition. Both need to be done. As an
example, if one has the fortune of having an army of talented Black Belts but a broken
Champion support system, the program can fail in a heartbeat. Again, if both are
present and yet, executive support is absent, then that can lead to disastrous results for
a program as well.
The role of a consultant is potentially huge in this case. The superior knowledge base
can be helpful in foreseeing roadblocks and addressing them at the very outset.
One common trait of all change initiatives is that they go through a series of necessary
steps that have their own lead times. Failing to recognize this fact often leads to
skipping essential activities that only create an illusion of speed and never produces
desired results.
Doing the same old thing and expecting different results is the definition of insanity.
As much as new tools and a new roadmap empowers people to do things differently,
systemic constraints -- be it organizational structure or reward system -- if not
addressed adequately can seriously damage the credibility of the effort and make
cynics out of employees.
Actions to confront big roadblocks early in the deployment phase can do the magic of
boosting morale and providing momentum to overcome psychological hurdles
throughout the organization.
In all fairness to the shareholders, every initiative should aim at producing measurable
economic benefit to a business. Care should be taken to ensure that there is correlation
between the metrics used to monitor improvement efforts and the bottom line. This
may warrant adjustments to the accounting procedures2 to enable the identification of
reform opportunities, drive the right activities and calculate project benefits
consistently. In many cases, gains are realized only after a series of project segments
(like a step function).
It is important in such cases to make sure that cost accounting doesn't disincentives
the very activities that culminate into a breakthrough.
Leaders Wanted
More often than not, management is incentivised to minimize risk and preserve the
status quo. Change on the other hand requires creation of a new state of business,
which naturally requires leadership. A paralyzed decision making process (often the
biggest impediment to change) is a symptom of having too many managers and not
enough leaders3.
Great leaders transform cultures and stimulate breakthroughs. It is vital to have a good
number of them on one's side as champions of the renewal process.
Strategic changes
Technological Changes
Structural Changes
Behavioural Changes
INTRODUCTION
TO
TATA MOTORS
Tata Motors Limited is India's largest automobile company, with consolidated
revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in
commercial vehicles in each segment, and among the top three in passenger vehicles
with winning products in the compact, midsize car and utility vehicle segments. The
company is the world's fourth largest truck manufacturer, and the world's second
largest bus manufacturer.
The company's 24,000 employees are guided by the vision to be "best in the manner
in which we operate, best in the products we deliver, and best in our value system and
ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth
of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out
in 1954. The company's manufacturing base in India is spread across Jamshedpur
(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand)
and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set
up an industrial joint venture with Fiat Group Automobiles at Ranjangaon
(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company
is establishing a new plant at Sanand (Gujarat). The company's dealership, sales,
services and spare parts network comprises over 3500 touch points; Tata Motors also
distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New
York Stock Exchange (September 2004), has also emerged as an international
automobile company. Through subsidiaries and associate companies, Tata Motors has
operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land
Rover, a business comprising the two iconic British brands that was acquired in 2008.
In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's
second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles
Company has launched several new products in the Korean market, while also
exporting these products to several international markets. Today two-thirds of heavy
commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata
Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is
being expanded in other markets. In 2006, Tata Motors formed a joint venture with
the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to
manufacture fully-built buses and coaches for India and select international markets.
In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly
Plant Company of Thailand to manufacture and market the company's pickup vehicles
in Thailand.
In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India
and the world have been looking forward to. The Tata Nano has been subsequently
launched, as planned, in India in March 2009. A development, which signifies a first
for the global automobile industry, the Nano brings the comfort and safety of a car
within the reach of thousands of families. The standard version has been priced at
Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous
leg space and head room. It can comfortably seat four persons. Its mono-volume
design will set a new benchmark among small cars. Its safety performance exceeds
regulatory requirements in India. Its tailpipe emission performance too exceeds
regulatory requirements. In terms of overall pollutants, it has a lower pollution level
than two-wheelers being manufactured in India today. The lean design strategy has
helped minimise weight, which helps maximise performance per unit of energy
consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that
the car has low carbon dioxide emissions, thereby providing the twin benefits of an
affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile
industry, in keeping with its pioneering tradition, by unveiling its new range of world
standard trucks called Prima. In their power, speed, carrying capacity, operating
economy and trims, they will introduce new benchmarks in India and match the best
in the world in performance at a lower life-cycle cost.
Today Tata Motors ranks as the world’s fifth-largest manufacturer of medium and
heavy trucks—it has a 61 percent domestic market share in this segment—and has
taken the number-two position for sales of passenger vehicles in the Indian market. It
has also built a significant global presence, both through sales efforts in overseas
markets (such as the former Soviet republics, the Middle East, South Africa, South
Asia, and Turkey) and through acquisitions such as the takeover of Daewoo’s
commercial-vehicle business in South Korea and the purchase of a 21 percent stake in
the Spanish bus manufacturer Hispano Carrocera.
They tried to understand what had gone wrong and wanted to create a path for the
future to ensure that they never got into such a situation again. So in 2001 they
decided on a recovery strategy that had three distinct phases, each of which was
intended to last for around two years—six years in all.
Phase one was intended to stem the bleeding. Costs had to be reduced in a big way,
and that was going to be a huge challenge for a company that was not only the market
leader but had been used to operating in a seller’s market and employing a cost-plus
approach to pricing. Phase two was to be about consolidating their position in India,
and phase three was to involve going outside India and expanding our operations
internationally.
Phase 1:
The key objectives were to move to a system of market pricing and to reduce their
break-even point, both of which called for major reductions in costs—variable costs,
fixed costs, and interest costs. They used many approaches to cost reduction,
including bench-marking our rivals. For example, they took apart vehicles to see what
they could do to modify the products and to lower costs. They went in for e-sourcing,
and today they are the largest company doing e-sourcing in India and one of the
leading ones in the automobile industry worldwide. In two and a half years, they
reduced the break-even from nearly two-thirds of capacity utilization to around one-
third, which meant that even if the market shrank by close to 60 percent, they would
still be in the black. The whole organization really got together to ensure that the
bleeding stopped.
One of the major drivers of success at Tata Motors Ltd. (TML) was its ability to fully
exploit information technology to drive business goals and reduce cost. The company
was an early adopter of CAD and CAM systems.
Phase 2:
The concentration in phase one was indeed on cost reduction, but while this was
going on they thought about taking action in areas that would have an impact during
the other phases. For phase two, the concentration was on improving product quality
and upgrading product features so as to make the products more competitive. They
also started work on new products that would be required by the market after three to
five years and strengthened the position in the marketplace by setting up a new sales-
planning process, tightening credit norms, improving the liquidity and profitability of
the dealers, reorienting toward customer satisfaction, and extending the reach of the
distribution network. For phase three, the concentration was on starting work on
international markets by identifying key markets and segments and developing a
comprehensive plan to improve our competitive position so as to get a respectable
market share. They also started looking at opportunities for inorganic growth.
Phase 3:
TATA NANO
SWEEPING CHANGE
Tata Nano, the new model introduced by Tata motors, hailed as "the people's car", is
an amazingly cheap car. With a price tag of US$ 2500, Tata Nano is indeed an
affordable middle class family car. Tata Nano is a dream comes true for an average
Indian. His /her ideas about owning and driving a car will become a reality soon. An
analysis of the new car seems necessary as it is bringing mobility to the masses in an
efficient and economic manner.
Tata has defied the conventional odds and sceptics in the industry through the
innovation of the world's cheapest car. Tata Nano is a marvel of a product yet
audaciously economical and mechanically simple. It is a breakthrough in frugal
engineering where innovation is driven by cost savings and sheer ingenuity. Tata
managed to reorient the basic tenets of efficiency and practicality to meet the cost
target.
Tata Nano's efficiency comes from including only those items that are necessary for
basic transportation and eliminating the not so relevant ones i.e. having one
part/component that can perform a task just as good as two parts/ components can do,
thus resulting in cost savings, e.g. one windscreen wiper and one side mirror. Tata
also refrains from including items that are not feasible due to monetary reasons.
Radio, air conditioner (despite the sizzling heat in India), power steering are not
included while the instrument panel consists of only a speedometer, odometer, and
fuel gauge similar to that of the two-wheelers- basic, yet functional.
In addition, Tata has come up with practical ways to reduce car weight and thereby
trim down the overall cost. It uses comparatively small and light engine, a 623cc two-
cylinder petrol engine made of aluminium, unlike conventional engines which are
made out of cast iron. The engine of Tata Nano is strategically placed at the back of
the car leaving the front section for luggage, that too with the capacity of a briefcase.
This is the most significant element in bringing down the weight and the overall cost
of the car. Other factors that contribute towards the weight reduction are the usage of
hollow steering wheel shafts, plastic body panels and smaller tubeless tyres. As a
result of these measures, Tata Nano weighs only about 590kg. Lesser weight and
fewer parts mean less raw material and lower cost for Tata Nano.
Safety in mind
Besides having the right parts to meet the cost objective, Tata Nano has adequate
features that exceed current regulatory requirements and meet minimum safety
standards. It has a sheet-metal body with strong passenger compartment equipped
with safety features such as crumple zones, intrusion-resistant doors, seat belts, strong
seats and anchorages. The rear tailgate glass is fixed to the body and tubeless tyres
enhance safety further.
Ownership cost
It is quite obvious that Tata Nano is cheap to manufacture, but the question is, does
owning and operating a Nano over a period of time yield significant savings and
benefits? While the low-price tag of Nano looks attractive, it is important to look at
certain other factors like the running cost of the car in the long run. Potential buyers
need to consider the rising price of petrol. Petrol prices have breached the US$ 100
mark with no sign of abating as global demand skyrocketed. The influx of thousands
of Tata Nano on Indian roads would elevate the demand for petrol and this might
bring a new dimension to the continuous hike of petrol price in India, which still
depends on the Middle East for oil. Petrol prices may reach a point where owners of
Tata Nano could no longer afford to buy petrol to run it. If that is the case, Tata Nano
owners may leave their cars behind and resort to riding two-wheelers. In such a
scenario, Tata Nano's value proposition may no longer make an economic sense. The
low cost of ownership model championed by Tata may not remain successful at times
of surging energy prices.
The would-be owners of Tata Nano have to consider the cost of replacement parts and
service maintenance for the car during the period of ownership. Tata Nano is built
from scratch and most of the component parts are new and do not share platform with
other models in the Tata family. As a result, it is difficult to assess the vehicle's
reliability, durability and parts' longevity. These factors along with unavailability of
the model have made it difficult to estimate the cost of ownership of Tata Nano and
the frequency of service trips. The overall cost of parts and services of Tata Nano is
likely to be at the range of similarly sized car like Maruti 800. The perception of
frequent parts breakdown and shorter service interval due to sub-standard parts and
inferior materials on budget cars may not hold true for Tata Nano. Tata Nano's
component parts are developed and manufactured by reputable component
manufacturers like Bosch, Rico Auto, Lumax Group, Rane Group, Asahi Glass etc.
Moreover, the cost of parts and services is likely to decline as more Tata Nano cars
are driven on the road.
Nano overseas
The rise in petrol prices makes consumers around the world to look for a low cost car.
Tata seems to capture this trend and is looking forward to introduce Tata Nano
beyond Indian shores. One of the countries where Tata Nano is likely to make inroads
is Thailand, dubbed as the 'Detroit of Asia', due to its extensive vehicle manufacturing
activities in ASEAN region.
Thailand has introduced the 'Eco-Car' project, a framework laid by the government to
build green cars that are fuel efficient and cost effective. Vehicle manufacturers all
over the world are invited to submit plans for the Eco-car investment project in
Thailand. Various incentives have been provided for manufacturers of green cars in
Thailand, including exemption from corporate tax for up to eight years and duty
exemption for imported machinery. However, the investment should yield an output
of 100,000 units by the fifth year of production. Such initiative bodes well for Tata
Nano. Tata is one of the seven manufacturers that have submitted applications for the
Eco-Car project and its application has already been approved. Tata might use this
plan to export to other ASEAN countries through the ASEAN free trade area
agreement (AFTA).
The auto company is now going to make combat vehicles which are mine protected.
MD Tata Motors (Indian Operations) PM Telang informed that the aim of Tata
Motors was to be present in every level of defense sector's value chain. It is going to
do this by consolidating its traditional supply chains and entering into higher level of
equipment manufacturing. Tata Motors will be looking forward to form partnerships.
The company already has its presence in defense sector ever since 1985.
Meanwhile, it is also eager to sell some stake in Tata Motors Finance Ltd. While no
partner has been finalized till now, latest developments suggest that SBI my go ahead
and buy stake.
India's largest bank wants to have a unit for giving loans to trucks and buses and this
requirement can be fulfilled by having a share in TMFL.
Unfreezing
Old ideals and processes must be tossed aside so that new ones may be learned. Often,
getting rid of the old processes is just as difficult as learning new ones due to the
power of habits. Just as a teacher erases the old lessons off the chalkboard before
beginning a new lesson, so must a leader help to clear out the old practices before
beginning the new. During this part of the process you need to provide just a little bit
of coaching as they are unlearning not learning and a lot of cheerleading (emotional
support) to break the old habits.
Changing
The steps to the new ideals are learned by practicing:
What I hear, I forget.
What I see, I remember.
What I do, I understand.
Although there will be confusion, overload and despair, there will also be hope,
discovery, and excitement. This period requires a lot of coaching as they are learning
and just a little bit of cheerleading due to the affect of Arousal Overloading.
Refreezing
The new processes are now intellectually and emotionally accepted. What has been
learned is now actually being practiced on the job. Just a little bit of coaching is
required and a lot of cheerleading is used to set up the next change process. . .
remember it is c o n t i n u o u s process improvement!
The three greatest barriers to organizational change are most often the following.
Tata Motors look at his eight steps for leading change below.
For change to happen, it helps if the whole company really wants it. Develop a sense
of urgency around the need for change. This may help you spark the initial motivation
to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about
increased competition. Open an honest and convincing dialogue about what's
happening in the marketplace and with your competition. If many people start talking
about the change you propose, the urgency can build and feed on itself.
What to do is:
• Identify potential threats, and develop scenarios showing what could happen
in the future.
• Examine opportunities that should be, or could be, exploited.
• Start honest discussions, and give dynamic and convincing reasons to get
people talking and thinking.
• Request support from customers, outside stakeholders and industry people to
strengthen your argument.
It can find effective change leaders throughout an organization - they don't necessarily
follow the traditional company hierarchy. To lead change, one need to bring together
a coalition, or team, of influential people whose power comes from a variety of
sources, including job title, status, expertise, and political importance.
Once formed, “change coalition" needs to work as a team, continuing to build urgency
and momentum around the need for change.
What to do is:
When we first start thinking about change, there will probably be many great ideas
and solutions floating around. Link these concepts to an overall vision that people can
grasp easily and remember.
A clear vision can help everyone understand why you're asking them to do something.
When people see for themselves what you're trying to achieve, then the directives
they're given tend to make more sense.
What to do is:
What you do with your vision after you create it will determine your success. Your
message will probably have strong competition from other day-to-day
communications within the company, so you need to communicate it frequently and
powerfully, and embed it within everything that you do.
Don't just call special meetings to communicate your vision. Instead, talk about it
every chance you get. Use the vision daily to make decisions and solve problems.
When you keep it fresh on everyone's minds, they'll remember it and respond to it.
It's also important to "walk the talk." What you do is far more important - and
believable - than what you say. Demonstrate the kind of behaviour that you want from
others.
What to do is:
If we follow these steps and reach this point in the change process, we've been talking
about our vision and building buy-in from all levels of the organization. Hopefully,
our staffs want to get busy and achieve the benefits that you've been promoting.
Put in place the structure for change, and continually check for barriers to it.
Removing obstacles can empower the people you need to execute your vision, and it
can help the change move forward.
What to do is:
• Identify, or hire, change leaders whose main roles are to deliver the change.
• Look at your organizational structure, job descriptions, and performance and
compensation systems to ensure they're in line with your vision.
• Recognize and reward people for making change happen.
• Identify people who are resisting the change, and help them see what's
needed.
• Take action to quickly remove barriers (human or otherwise).
Nothing motivates more than success. Give a company a taste of victory early in the
change process. Within a short time frame (this could be a month or a year, depending
on the type of change), one want to have results that your staff can see. Without this,
critics and negative thinkers might hurt your progress.
Create short-term targets - not just one long-term goal. You want each smaller target
to be achievable, with little room for failure. Your change team may have to work
very hard to come up with these targets, but each "win" that you produce can further
motivate the entire staff.
What to do is:
• Look for sure-fire projects that you can implement without help from any
strong critics of the change.
• Don't choose early targets that are expensive. You want to be able to justify
the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets. If you don't
succeed with an early goal, it can hurt your entire change initiative.
• Reward the people who help you meet the targets.
Launching one new product using a new system is great. But if you can launch 10
products, that means the new system is working. To reach that 10th success, you need
to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what
you can improve.
What to do is:
• After every win, analyse what went right and what needs improving.
• Set goals to continue building on the momentum you've achieved.
• Learn about kaizen, the idea of continuous improvement.
• Keep ideas fresh by bringing in new change agents and leaders for your
change coalition.
Finally, to make any change stick, it should become part of the core of your
organization. Your corporate culture often determines what gets done, so the values
behind your vision must show in day-to-day work.
Make continuous efforts to ensure that the change is seen in every aspect of your
organization. This will help give that change a solid place in your organization's
culture.
It's also important that your company's leaders continue to support the change. This
includes existing staff and new leaders who are brought in. If you lose the support of
these people, you might end up back where you started.
What to do is:
• Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
• Include the change ideals and values when hiring and training new staff.
• Publicly recognize key members of your original change coalition, and make
sure the rest of the staff - new and old - remembers their contributions.
• Create plans to replace key leaders of change as they move on. This will help
ensure that their legacy is not lost or forgotten.
The employee motivation during change implies a tactical "quick fix" approach.
Whereas to achieve a peak performance from your people and in so doing, to create a
genuine source of competitive advantage demands a strategic approach that embraces
leadership style, corporate cultures and the supporting business and management
processes.
At root this is all about the emotional dimension - specifically the emotional
commitment of your employees and achieving an alignment and maintaining the
balance between corporate performance and individual employee fulfilment.
1. Clarity in all areas- especially of the business needs for the change, of the
specifics of the change, the benefits of the change, and most importantly the
impacts of the change. Also, at an individual level ensuring that people know
precisely what is expected of them - i.e. you translate the vision into
actionable steps.
2. Communication – constant communication; two-way communication;
communication that explains clearly what is happening or not happening and
why, that listens actively and demonstrates to people that you have thought
through the impacts of the change on them, and that you are prepared to work
with them to achieve their buy-in and commitment to the change.
3. Consistency - in all aspects of the way in which you lead the change, manage
the delivery, handle the communication, and ensure the realisation of the
benefits.
4. Capability - constant attention to the management of the projects and
initiatives that are delivering the capabilities into your organisation that will
deliver the benefits.
There are different models provided for investigating and analyzing the organizational
culture. But in our researches we applied the “Denison” model. This model is one of
the most comprehensive models that divide the organizational culture into four parts
based on two axels (degree of focus and degree of stability)
Constancy: defines the values and systems which form a strong culture. Constancy
provides a central force for organizational solidarity and harmony. Organizations
provide constancy by developing a set of organizational systems that establishes an
internal management system on the basis of bilateral support of employees and
employers. These organizations have committed employees, core values, different
ways to perform business, tendency for promotion and an obvious set of rules that
determine things musts and mustn’t. Constancy creates a powerful organizational
culture based on joint beliefs, values and symbols which are reasonable and
perceivable for the employees. Internal control systems that are based on
organization’s values are more effective tools in order to reach integrity and
coordination than external control systems that are on the basis of rules.
Mission: defines a long term direction for the organization. Mission distinguishes
goals of the organization with defining social role and external objectives of the
organization. With the help of the direction and these distinct goals, mission specifies
the activities that should be performed by the employees. Considering the position
where organization is planned to reach, activities and strategies will be identified.
Probability of organization’s success will be increased by converging employees and
the organization.
• Survey feedback.
• Process Consultation.
• Sensitivity Training.
• The Managerial grid.
• Goal setting and Planning.
• Team Building and management by objectives.
• Job enrichment, changes in organizational structure and participative management
and Quality circles, ISO, TQM.
Goal setting and planning: Each division in an organization sets the goals or
formulates the plans for profitability. These goals are sent to the top management
which in turn sends them back to the divisions after modification .
Second phase is concerned with team work development. A seminar helps the
members in developing each member’s perception and the insight into the
problems faced by various members on the job.
Third phase is inter group development. This phase aims at developing the
relationships between different departments.
Fourth phase is concerned with the creation of a strategic model for the
organization where Chief Executives and their immediate subordinates participate
in this activity.
Job enrichment is currently practiced all over the world. It is based on the
assumption in order to motivate workers, job itself must provide opportunities for
achievement, recognition, responsibility, advancement and growth. The basic idea
is to restore to jobs the elements of interest that were taken away. In a job
enrichment program the worker decides how the job is performed, planned and
controlled and makes more decisions concerning the entire process.
RELEVANCE OF OD INTERVENTION
OD interventions are basically behavioural science interventions, it has got great
impact in improving the operational efficiency of TATA MOTORS. It has to be
specially noted that different OD interventions do not differ much in their effect.
Application of OD interventions helps in the following aspects:
• Strategy analysis must be done so that employee would aware about what
would be the change and what step must be taken to manage the change.
• Training program must be there before the change exactly take place.
• Proper communication must be there among the top level management and the
employees working in an organisation.
WEBSITES:
• www.en.wikipedia.org/wiki/Change_management
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• www.scribd.com/doc/2876978/tatamotorssiebelcasestudy
• www.autofocusasia.com/management/tata_nano.htm
• www.managementhelp.org/org_chng/org_chng.htm
• www.12manage.com/i_co.html
• www.en.wikipedia.org/wiki/Organization_development
• www.alumni.caltech.edu/~rouda/T3_OD.html
• www.iveybusinessjournal.com/view_article.asp?intArticle_ID=532
• www.trainingreference.co.uk
• www.work911.com/articles/leadchange.htm
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