Project For HRM

Chapter -1
An Introduction to Change
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh CHAPTER -1 AN INTRODUCTION TO CHANGE ___________________________________________________________________
1.1
INTRODUCTION
Change is inevitable in the history of any organisation. It is a necessary way of life in most organisations. In fact, change is all around us in the seasons, in social environment and in biological process. Organisations, which do not change or keep pace with the changing environment suffer from entropy and soon become defunct. Organisations, which do not adopt change, find it difficult or even impossible to survive. Organisations have an internal environment but exist in external environment. The internal environment is in terms of tasks, structure, technology, social people! and economic variables, while the external environment is in terms of larger social, political, economic and cultural factors. To function effectively, organisations have to achieve e"uilibrium with in the internal variables in active interaction with each other and also with an external environment. #owever, this e"uilibrium is not static but dynamic.
1.2
DEFINITION Change can be defined as an alternation in the existing field of forces, which tends
to affect the e"uilibrium. Change refers to making things different.
MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh
1.3
NEED FOR CHANGE Change is very much needed to succeed in the competitive world. %o change is
re"uired &. $. '. (. ). +. To reduce the cost of production. To increase the profit. To increase the employee turnover. To reduce the role conflict. *or expansion and growth of the enterprises. To improve the living and working standard of employees.
1.4
CHANGES CONFRONTING WORK ORGANISATIONS TODAY
, short list of changes is given below which confront work organisations today. a! Technological innovations have multiplied- products and know.how are fast becoming obsolete. b! c! d! e! f! g! h! /asic resources have progressively become more expensive. Competition has sharply increased. Communication and computers have reduced the time needed to make decisions. 0nvironmental and consumer interest groups have become highly influential. The drive for social e"uity has gained momentum. The economic independence among countries has become more apparent. Issue of 1lobal warming forcing organisations for a sustainable development. These and many other changes compel organisations to cope with the environment and become more adaptive. If they do not adapt to the circumstances, they become extinct.
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1.5
FORCES FOR CHANGE Organisational changes are re"uired to maintain e"uilibrium between
various external and internal forces to achieve organisational goals. 2ore and more organisations today face a dynamic and changing environment. This, in turn, is re"uiring these organisations to adapt 3change or die4 is the rallying cry among today5s managers worldwide.
EXTERNAL FORCES 0very organisation co.exists in some context. 6o organisation is an island in itself. 0ach must continually interact with other organisations and individuals the consumers, suppliers, unions, shareholders, government and many more. 0ach organisation has goals and responsibility related to other in its environment. The present day environment is dynamic and will continue to be dynamic in social, political, economic, technological and legal terms. The changes brought on the above may result in organisational changes like ma7or functions, production process, labour management relations, nature of competition, economic constraints, organisation methods etc. In order to survive, the organisation must change. 8et us see in detail the external forces for change.
(a)
Te !"#$#%&4 . Technology is a ma7or stimulus for changes and has become
synonymous with economic progress. 2ankind had made "uantum leaps in living standards and economic levels through the use of specific technologies in the past. Our civilisation has gone through different phases of evolution in which technologies have played ma7or role. Technology has been responsible for bringing about ma7or changes in agriculture, health, transportation, communication and general industrial development to ( MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh varying degrees. 9e are entering a development phase in which revolutionised our lives are getting
with the advent of science based technologies like genetic engineering,
super conductivity, bionics, optronics, micro.electronics, material sciences, artificial intelligence, fi::y logics, etc. 9hen there is a change in technology in the organisation5s environment and other organisations adopt the new technology, the organisation under focus becomes less cost effective and its competitive position weakens. Therefore it has to adapt new technology. 9hen the organisation adopts a new technology, its work structure is affected and a new e"uilibrium has to be established. *or example, computers and automation have made significant impact on organisational functioning, many 7obs are reshaped. 9ork teams whose members can perform multiple tasks are replacing individual doing narrow, specialised and routine 7obs. (') C#()e*+*+#"4 . Competition is changing. The global economy means that
competitors are as likely to come across the ocean. %ince every organisation exports its outputs to environment, an organisation has to face competition in the market. There may be two types of forces, which may affect the competitive position of an organisation. other organisations supplying the products, and buyers who are buying the products. ,ny change in these forces may re"uire suitable changes in the organisation. ( ) E #"#(+ +,,-e,4 Tomorrow is essentially an extended trend line from
yesterday. That5s no longer true. 9ith the sky shooting of current oil prices and rising inflation world over, economic shocks have continued to impose on organisations. In recent years, interest rates have become volatile and the economics of individual countries have become more interdependent. 9hen interest rates rise, the markets for new home loans and refinancing declines.
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh (.) S# +a$ C!a"%e,4 .%ocial changes reflect in terms of people5s aspiration, their needs
and their way of working. %ocial changes have taken place because of the several forces like level of education, urbanisation, feeling of autonomy and international impact due to new information sources. These social changes affect the behaviour of people in the organisation. Therefore, it is re"uired to make ad7ustment in its working so that it matches with people.
(e)
/#$+*+ a$ a". Le%a$ C!a"%e, 4 . ;olitical and legal factors broadly define the
activities which an organisation can accomplishing and the methods which will be followed by it in accomplishing those activities. ,ny change in these political and legal factors may affect the organisational operation. The fall of /erlin 9all, the reunification of 1ermany, Ira"5s Invasion of <uwait and the break up of the %oviet =nion all these had brought ma7or changes.
INTERNAL FORCES It is not only the change in external factors which may necessitate organisational change- any change in organisation5s internal factors may also necessitate change. 8et us see the internal forces for change.
(a)
Na*-0e #1 *!e W#021#0 e4 . ,lmost every organisation has to ad7ust to a
multicultural environment. #uman resource policies have to be changed in order to attract and keep more diverse workforce. ,nd many companies have to spend large amounts of money on training to upgrade reading, math, computers and other skills of employees.
(')
C!a"%e +" 3a"a%e0+a$ /e0,#""e$4 . /esides environmental changes, there is a
change in 2anagerial personnel. Old managers are replaced by new managers, which are + MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh necessitated because of retirement, promotion, transfer or dismissal. 0ach new manager brings his own ideas and way of working in the organisation. The relationships, more particularly informal ones, change because of change in managerial personnel. The result is that an organisation has to change accordingly.
( )
De1+ +e" & +" E4+,*+"% O0%a"+,a*+#"4 . %ometimes, changes are necessary
because of deficiency in the present organisational arrangement and progress. These deficiencies may be in the form of unmanageable span of management, large number of managerial levels, lack of co.ordination between departments, obstacles in
communication, multiplicity of committees, lack of uniformity in policy decisions, lack of co.operation between line and staff and so on.
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Chapter -2
Resistance to Change
CHAPTER 2
RESISTANCE TO CHANGE
2.1
INTRODUCTION
Introduction of change is a highly complex process. The uncertainties caused by
the expected changes and dise"uilibrium, as a conse"uence of change, sometimes results ? MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh in resistance to change. The resistance may result in decline in production, decrease in rates of turnover, absenteeism, strikes and so on. @esistance to change arises from individual5s problem rather than technical problem of change. 1enerally resistance is always perceived as bad. In fact, there are two sides of resistance as a cost and as benefit. (a) Re,+,*a" e a, a C#,*4 %ince all changes have some cost so it is the resistance to change. If people resist changing, the organisation may not be able to introduce new phenomena in order to adapt environmental re"uirement and its basic survival may be 7eopardi:ed. In fact, many organisations have been forced to abandon change programmes because of resistance to such programmes, or they have been forced to adapt alternative strategies, like shifting of the manufacturing plants at new locations, which costs much. 2any companies have been forced to do so in the past. (') Re,+,*a" e a, 5e"e1+*4 On one hand, resistance to change is a costly affair- on the
other hand, it provides some benefits to the organisations and its change agent. @esistance by some members of the organisation provides an opportunity to the change agents to weigh the cons of introducing change more carefully. 9hile introducing a change emphasises only its positive side, resistance to change emphasises on negative side. The reality lies in between. @esistance to change forces management to find out this reality which helps in managing change more effectively. Thus, resistance to change provides help in managing change in the following ways4 . &. It may signal the need for more effective communication about the meaning and purpose of a change or need to rethink how a proposed change will affect the organisation and its members. $. '. It also highlights the real inade"uacies in the proposed change and suggests better It brings to the notice of the planners the likely difficulties in the ways for developing and introducing changes. implementation of change. %o resistance at least gives lead to better implementation of change. (. @esistance may bring to the attention of those involved in introducing change factors that are likely to disrupt the cultural fabric, or threaten core values of the groups. 2.2 FACTORS IN RESISTANCE TO CHANGE warning which if needed can
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh ;eople tend to evaluate the effect of change individually but they express it through group in collective form. Therefore, the reasons underlying resistance to change may be identified at these three levels. A. INDI6IDUAL RESISTANCE There are many factors operating at the individual level, which are responsible for resistance. Begree of force in resistance depends on how people feel about change. These feelings may be based either on reality or there may be emotional feeling towards the change. These feelings, either real or emotional, may be seen in the context of three types of factors. (a) E #"#(+ Fa *#0,4 ;eople feel attached to the organisation for satisfying their needs and economic needs psychological, 7ob security, ect. proceed over other needs. ;eople may perceive that they will be adversely affected by the change in terms of their need satisfaction. They are4. i! ii! iii! (') %kill Obsolescence *ear of 0conomic 8oss @educed opportunity for Incentives
/,& !#$#%+ a$ Fa *#0, ;sychological factors are based on people5s emotions, sentiments and attitudes
towards change. These are "ualitative and therefore, may be logical from people5s point of view but may be illogical from the change agent5s point of view. 2a7or psychological factors responsible for resistance are as follows. i! ii! iii! iv! v! ( ) 0go Befensiveness4 %tatus Cuo 8ow Tolerance for Change 8ack of Trust in Change ,gent *ear of =nknown.
S# +a$ Fa *#0, ;eople derive need satisfaction, particular social needs, through their mutual
compatible interactions. They form their own social groups at the work place for the satisfaction of their social needs. To the extent the satisfaction of these needs is affected by a change, people resist it. The ma7or social factors causing resistance to change are as follows4 &D MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh i! ii! 5. Besire to 2aintain 0xisting %ocial Interaction *eeling of Outside Interference
GROU/ RESISTANCE ;eople may perceive the likely impact of a change individually but they express it
in the form of group response. Therefore, their evaluation is sub7ect to the modification by group behaviour. Thus group itself becomes a source of resistance. The effect of group as a source of resistance may be analysed in term of nature of group dynamics and vested interests. (a) Na*-0e #1 G0#-) D&"a(+ ,4 1roup dynamics refers to the force, which operate in
a group determining behaviour of its members. These forces determine how effective a group would be in accepting or re7ecting a change. The belongingness, attractiveness, attitudes, values, influence and group norms are the important nature of group dynamics. (') 6e,*e. I"*e0e,*,4 In a group some members are appointed as a leader formally
or informally due to their influence. These persons may use the group as a means for satisfying their own needs. These vested interests try to influence the group behaviour in the form of a uniform response to a change but based on their personal- interest. C. ORGANISATIONAL INTEREST 6ot only individuals and groups within organisation resist change even the organisation itself resist many changes because of certain reasons. 2any organisations tend to stabilise at a particular level and if the change efforts are not brought, these organisation starts falling. The ma7or reasons for organisational failure to change are as follows4 (a) C#-"*+"% /a,* S- e,,4 Organisations have achieved success by following a
particular set of management practices and past success stories, they become rigid to change and they hide failure to change in the guise of past success. (') S*a'+$+*& #1 S&,*e(4 The organisation may design a system and is stabilised with it
and any change may be perceived a threat by the organisation itself. The organisation may not bring change easily because it is accustomed to a particular system.
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh ( ) Re,#-0 e L+(+*a*+#"4 If the organisation is 7ot fully e"uipped with resource for
meeting demands, it may not be possible for the organisation to bring necessary change. (.) S-"2 C#,*4 The assets ac"uired by the organisations can be used for specific
period effectively. If the organisation is re"uired change, it will like to compare the sunk cost of old programmes and new programmes. (e) I"*e0#0%a"+,a*+#"a$ A%0ee(e"*,4 The organisation interacts with its environment.
It may enter into agreement with other organisations over certain aspects of working.
Chapter
Profile of Bargarh Cement Works

Thus, if any change is to be incorporated the organisation has to take into account the wishes of other organisation too. It is not necessary that other organisations also agree with the change proposal.
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CHAPTER 3
/ROFILE OF 5ARGARH CE3ENT WORKS

3.1 INTRODUCTION The presently /argarh Cement 9orks is located in the outskirt of /argarh Town, Orissa. The factory originally set up as #ira Cement *actory around ') years back. 8ater it was undertaken by 1ovt. of Orissa and was renamed as IBCO8 Cement. @unning successfully many years with excellence of "uality and service, recently its been taken over by ,CC the cement giant and operating under the name of /argarh Cement 9orks The factory procures its raw materials . 8ime %tone mainly from Bunguri mines located around (D km. away from /argarh. 3.2 /RODUCT
,CC manufactures the following types of cement, in addition to which, it provides /ulk Cement and @eady 2ix Concrete. O0.+"a0& /#0*$a". Ce(e"*,

O;C (' 1rade O;C )' 1rade
5$e".e. Ce(e"*,

*ly.ash based ;ortland ;o::olana Cement ;ortland %lag Cement
ORDINARY /ORTLAND CE3ENTS &' MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh OPC 43 Grades ,CC Cement is the most commonly used cement in all constructions including plain and reinforced cement concrete, brick and stone masonry, floors and plastering. It is also used in the finishing of all types of buildings, bridges, culverts, roads, water retaining structures, etc. 9hat is more, it surpasses /I% %pecifications I% ?&&$.&A?A for (' grade O;C! on compressive strength levels. ,CC Cement is marketed in specially designed )D kg bags. 53GradeCement This is an Ordinary ;ortland Cement which surpasses the re"uirements of I%4 &$$+A. )' 1rade. It is produced from high "uality clinker ground with high purity gypsum. ,CC )' 1rade O;C provides high strength and durability to structures because of its optimum particle si:e distribution, superior crystalline structure and balanced phase composition. It is available in specially designed )D.kg bags. ,t /argarh Cement 9orks the ordinary ;ortland cement both (' and )' grade are produced. The present capacity of the factory is D.A+ mmt. will be $.$ mmt. 3.3 INFRASTRUCTURE The infrastructure of the factory spread through &&DD acres of land. The production process carried out in two furnaces and presently two more furnaces are under construction as expansion of the factory. The factory has its own power generation and supply plant. ,lso there are permanent buildings provided to the employees for accommodation. Other facilities including school, children play area, hospital and other amenities for the employees are provided by the factory management. 3.4 RAW 3ATERIALS The expansion of the production unit is at the terminal end after which the capacity of production of the factory
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The raw materials for production of cement are coal, slag, gypsum and lime stone. The raw materials procured by /argarh Cement 9orks are different places. 2C8 2ahanadi Coal *ields 8td! supplies coal, slag is procured from Ei:ag , ,ndhra ;radesh, 1ypsum from @a7asthan and 8ime %tone is procured from Bunguri, which is around (D <ms away from the /C9 factory. 3.5 E3/LOYEES There are approximately (DD permanent employee works in /C9. ,part from this, around &)DD contractual labours work on daily wage basis. These labourers are supplied by contractors. 3.7 ORGANISATIONAL O58ECTI6ES. Company looks for meeting the demand with no compromise on "uality. Company keeps in mind the customer satisfaction. Treating all the employees of the organisation as a pan of the faculty itself allowing little scope for negligence. The /argarh Cement 9orks is well.organised company in the cement production field and it is capable of achieving its desired goals. It also fulfils the social responsibilities. It follows and fulfils all the norms and guidelines that provided by the ,CC governing body in #uman @esource , Corporate 1overnance, Occupational #ealth and %afety.
3.9 HUMAN RESOURCES OF ACC

,CC has a large workforce of about A,DDD people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ,CC employees, referred to as the ,CC ;arivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ,CC employees display a strong sense of loyalty to the Company and their special stellar "ualities as Fvalue.adding5 human capital are well known in the industry. ,CC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of &) MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh conduct. The Company5s personnel policies and processes enshrine e"ual opportunities to all and non.discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. ,lso ensured is a due process for employee consultation and participation in organi:ational development and policy formulation. 3.9.1 Re 0-+*(e"* @ecruitment in ,CC is a very fair and transparent process with ade"uate opportunities to look for suitable candidates internally as well as from outside. ,pplicants are generally invited on the basis of specific advertisements in newspapers and websites. , Committee of officers called the Central @ecruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short.listing, interviews and final selection. 0very attempt is made to make the selection process as ob7ective as possible by incorporating tests of competence. In some cases, outside consultants are retained. ,ll decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short.listing and selection immediately after the interview or at the earliest thereafter. 3.9.2 /e01#0(a" e 3a"a%e(e"* The Company5s performance management system is in itself a benchmark that provides ample opportunities and motivational incentives to employees so as to reward and retain good talent within the Company. These incentives include ;erformance 8inked Incentives, 1ood 9ork ,wards, 8etters of ,ppreciation, %pecial Increments, and ;romotions, 6omination to external training programmes in India and abroad, public felicitation and appreciation. %ome plants have /est 0mployee and 0mployee of the 2onth ,wards and recognition. Competent employees and those who display aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation. 3.9.3 T0a+"+"% a". De:e$#)(e"* The company5s new ;erformance 2anagement %ystem incorporates a process called Competency Assessment and Training and Developmental Needs wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with ;erformance ,ppraisals. This is so that training needs can be assessed ob7ectively. Training is imparted to take care of an individual5s career &+ MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh development as well as functional and skill enhancement. Competency and Bevelopment training inputs include %kill and general performance enhancement, communication skills and Career development. *unctional training needs are identified and conducted by functional departments while Corporate #@ organi:es competency and developmental inputs. 3.9.4 E()$#&ee We$1a0e a". /0e0e;-+,+*e 0mployee welfare receives prime attention at ,CC. The company has several schemes for general welfare of employees and their families. These cover education, healthcare, retirement benefits, loans and financial assistance and recreation facilities. ,CC townships have excellent schools that are often the best in the district. 0ducation at these schools is subsidi:ed for employees5 wards. ,CC offer attractive scholarship allowances for children studying at places away from their parents, merit scholarships for outstanding children and financial assistance for employees5 children to pursue higher professional education. 8iberal medical benefits are made available to employees and their family members by way of reimbursements towards normal medical treatment, domiciliary treatments and special sanctions for serious illness. 0ach of the townships has well.e"uipped health care centers with "ualified medical staff and facilities, ambulance, referrals and tie.ups with reputed hospitals for specialised treatment. In addition, there are regular health checkups, camps and programmes. 0mployees are eligible to apply for loans and financial assistance for various purposes such as purchase of assets, residential premises as well as a scheme that provides for supply of cement at subsidi:ed rates to those building their own houses. ,t the ,CC cement plants and factories, employees are provided furnished and unfurnished accommodation based on their entitlements. ,t many locations, the employees are given free electricity, free water supply and free bus facility for nearby places and schools. These houses are well.maintained and periodically upgraded 3.9.5 E()$#&ee Sa*+,1a *+#"
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh In addition to periodic internal 0mployee %atisfaction %urveys, The company participate in 0mployee %atisfaction and 9ork ;laces %urveys conducted by reputed external agencies and organi:ations like #ewitt ,ssociates 1row Talent. ,nd from time to time, ,CC has also retained reputed firms like 2ercer and /oston Consulting 1roup to study our internal work environment and employee policies and suggest areas of improvement. 9e share below salient points of the latest survey of employees4

;eople are treated fairly regardless of religion and gender ,CC is a safe place to work 2anagement is competent in running business 0mployees feel good about what we do for society ;roud to tell others I work here 2anagement thinks positively The overall findings show significant 7ob satisfaction at all levels as also deep
respect for the company, its performance management system and its overall business performance. 3.< OCCU/ATIONAL HEALTH = SAFETY Occupational #ealth G %afety O#%! is a vital part of ,CC5s 7ourney towards %ustainable development. %afety ,udits are being carried out in ,CC since &AA) by 6ational %afety Council based on the ) %tar ,uditing %ystem of /ritish %afety Council. There is a continuous effort to measure and improve %afety 2anagement %ystems to avoid accidents. The company has an ,pex Occupational #ealth G %afety Committee headed by the 2anaging Birector. This committee oversees implementation of the Occupational #ealth G %afety policy 0ach of the plants and manufacturing units have ;rofessional Boctors and medical facilities for continuous monitoring and observation of workplace hygiene and occupational health. The following are some Occupational #ealth G %afety initiatives at the plants4
Occupational #ealth G %afety brochures, signage, posters and mailers used extensively &? MP-011893236 Saroj Kumar Mishra

2onthly %afety 1ate 2eetings held at all our plants. %afety ,udit and T;2 ,udits carried out annually %afety ;rofessionals meets twice a year to discuss and share knowledge on %afety %tatistics and implementation of safety measures at each unit. %afety Observation Tours %OT! conducted weekly by all line managers /ehavioural %afety Training programmes for workers at all plants
Incident investigations for all incidents including near misses with potential for in7uries!. The findings and recommendation are shared across the company
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ORGANISATION CHART OF 5ARGARH CE3ENT WORKS

HR DE/ART3ENT
/LANT HEAD
D& 3%0 Sa1e*&
DG3 Te ! /0#>e *
DG3 Te ! /0# e,,
D& 3%0 HR
o7ect!
3%0 3e !
3%0 3a*e0+a$,
3%0 F+"a" e
3%0 3+"e,
By 2gr #@ Corporate %ocial @esponsibilities!
,sst 2gr #@ Time Office!
By 2gr #@ 8egal G ,dmin!
Officer #@ I@ G 9elfare!
o7ect!
,sst Officer %hift Time <eeper!
HO 0stablishment o7ect!
%upervisor
%upervisor
Office ,sst
,sst Officer
o7ect!
,sst 2gr %ecurity
Hr Officer #@
,sst Officer #@
By 2gr #ealth %ervices o7ect!
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh CHAPTER 4
RESEARCH 3ETHODOLOGY ________________________________________________

4.1 INTRODUCTION @esearch in common parlance to a research for knowledge, one can also define
Chapter - 4
Research Methodology
research as scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. ,ccording to <erlinger, it is a systematic, controlled, empirical and critical investigation of hypothetical propositions about the presumed relations along natural phenomena. 4.2 NATURE OF /RO5LE3 *or any organisation in the world change is inevitable. It is a necessary way of life in most organisations. Organisations have to modify and change to adapt to the changing internal and external environment to maintain the e"uilibrium always to achieve the organisational goals and ob7ectives. 4.3 NEED FOR THE STUDY Organisations have to modify and change to achieve the goals and ob7ectives. , systematic and positive approach to reduce resistance con"uers all problems in implementing change.
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh In order to reduce the resistance to change, attempts to be made to make concerned people to understand why that particular change is needed and how helpful it will be for the organisation and in turn to them. , good stimulating organisational aspect such as learning organisation and innovative cultures will make the change issue simple and effective. %o by practical survey, the analysis on the change issues carried out and ameliorations are recommended. 4.4 a! O58ECTI6ES OF THE STUDY To study how to cope up with inevitable barrage of changes that confronts the
industry daily in attempting to keep the industry current and viable. b! To study how to cope up with the changes arising in the key elements such as basic
resources, competition, communication and computers. c! To study how to cope up with the changes proposed on the organisational elements
such as structure, technology, physical setting and people. d! To know whether the employees and management are satisfied with the changes
implemented or proposed. 4.5 SCO/E OF THE STUDY The study has been conducted at /argarh Cement 9orks, /argarh. , total of around (DD permanent employees and &)DD contractual labourers are working in this plant. This study is limited to )D employees it covers the workmen, supervisor and 2anagers from different departments! selected at random. 4.7 ASSU3/TION OF THE STUDY a! ,ll the employees implementedIproposed. b! c! 4.9 are well aware of the on. changes
,ll the employees are satisfied with the changes brought ,ll are actively participating in change process.
DATA COLLECTION The following methodologies are adopted in the study for Bata collection
The data collection is done from two sources4 . a! ;rimary sources $' MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh b! a! i! ii! %econdary sources
The ;rimary sources followed are4 . Birect "uestionnaire method Birect Oral method! Telephonic interview interview with employees and the management to get information regarding various changes implemented and their outcomes.
b!
The %econdary sources followed are4 . i! @eview the records and periodicals published by the factory to extract information on implementation of various changes.
ii!
@eview of local newspaper to gather information on various activities of the factory.
;rimary data was collected by administering a structured "uestionnaire. Cuestionnaire consist total of '' "uestions. Cuestionnaire was circulated amongst the employees, selected at random and their feedback was obtained. The data was tabulated. ,lso information was gathered through personal interview with middle level management and supervisors. %econdary data was collected from the company 7ournal ;arivarJ and local newspapers. 4.? SA3/LING 3ETHOD %ince all the respondents were known convenience sampling, which is a variant of random sampling method, has been used. ,ll the )D respondents have been selected as per the convenience in such a way that it represents the total population. 4.? DATA ANALYSIS The data collected was analysed by tabulation mainly determining the empirical distribution and calculating descriptive statistics. The data analysed has been interpreted with help of tables and graphs. *indings, suggestions and conclusions are made on the basis of collected data. 3 ,CC
4.1@
LI3ITATION OF STUDY
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The following limitations of the study conducted on 3Implementation of 2anaging ChangeJ4 %ample si:e suggested is )D. Bue to constraint of time and money, some sampling method followed is convenient sampling but utmost care has been taken to represent all section of people. Bue to the personal or organisational reasons, some respondents may not speak openly on restricted issuesI"uestionsIareas. *indings and study will be based on the assumption that respondents would divulge the correct information. 4.11 DIRECTION FOR FUTURE RESEARCHA ,s the 2anaging change is the
corner stone of an organisation, the study of the topic is needed in other organisations like public sector, 1overnment organisations and private sectors.
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Chapter -5
Data Analysis and Interpretation
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A Study On Implementation Of Change In Bargarh Cement Works, Bargarh CHAPTER 5
RESEARCH ANALYS_______________________
5.1 INTRODUCTION This chapter mainly explains the analysis interpretation of information collected from the employees of /argarh Cement 9orks , /argarh with the ob7ective to understand the various factors of changes and its effect on management and employees. 5.2 /ROFILE OF RES/ONDENTS Total numbers of )D respondents have been chosen for the study. Ta'$e B1A A%e #1 *!e 0e,)#".e"*, ,ge 1roup =p to 'D 'D.(D (& G above Total @espondents &> $' &D )D Ta'$e B2 A Se4 #1 *!e Re,)#".e"*, %ex 2ale *emale Total @espondents )D . )D Ta'$e C 3A 3a0+*a$ S*a*-, #1 *!e Re,)#".e"*, 2arital %tatus =nmarried 2arried 9idow 9idower @espondents . )D . . $+ ;ercentage . &DD . . MP-011893236 Saroj Kumar Mishra ;ercentage &DD . &DD ;ercentage '( (+ $D &DD
Total
)D Ta'$e B4A E.- a*+#" #1 *!e Re,)#".e"*,
&DD
0ducational Cualification =nder 1raduate 1raduate G above ;rofessional Total
@espondents D? $$ $D )D
;ercentage &+ (( (D &DD
Ta'$e C 5A 3#"*!$& I" #(e #1 *!e Re,)#".e"*, 2onthly Income @s &D,DDD.$D,DDD $&,DDD.'D,DDD '&,DDD G above Total I"1e0e" e 2ost of the employees are above '& years of age. &DD K are male, working in the company, &DDK of employees are married. ,ll of the employees are educated and most of them are graduate and professionally "ualified. 0mployees have different slab of monthly income. 2a7ority of the employees drawing monthly income payment between @s $&,DDD 'D,DDD. 5.3 ANALYSIS OF E3/LOYEES DECISION OF INFERENCES , set of '' statements of "uestionnaire distributed to )D employees at random. %ome of them personally interviewed. This "uestionnaire contains the different factors of changes and it covers three ob7ectives of the study. To know about changes on work environment. Climate %tudy. ;articipation ICommunication @egarding Change Opinion @egarding Change. $> MP-011893236 Saroj Kumar Mishra @espondents &' $+ && )D ;ercentage $+ )$ $$ &DD
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh ,nalysis and inference are made on the decision of respondents. (A) TO KNOW A5OUT CHANGES ON WORK EN6IRON3ENT C CLIMATE STUD Ta'$e C 7A H#D &#- Ra*e *!e C!a"%e, '0#-%!* +" *!e O0%a"+,a*+#"a$ S*0- *-0e @ate 0xcellent 1ood ,verage ;oor Total *re"uency &D '' D> 6il )D ;ercentage $D ++ &( 6il &DD
CHART -1 : CHANGE BROUGHT IN ORGANISATIONAL STRUCTURE
14%
0%
20%
EXCELLENT GOOD AVARAGE POOR
66%
F+".+"%, The finding from the above table and graphical presentation suggests that the Changes brought in the Organisational %tructure are good by ma7ority. A"a$&,+, Out of )D respondents selected for study, &D of respondents said that the change brought in the organisational structure is excellent, '' opined as good and D> as average. There was no opinion as poor. The percentage stood as excellent $DK, good ++K, average &(K and poor nil. I"1e0e" e *rom the above findings, the ma7ority of employees feel that the changes brought about in the organisational structure is good .The implementation of change $? MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh or change procedure always started with the changes brought in the organisational structure, which makes a way to complete the process of implementation of change. $. Ta'$e B9A T!e C!a"%e +" W#02 3e*!#., *re"uency && $A &D 6il )D
CHART -2 : THE CHANGES IN WORK METHODS 20% 0% 22%
EXCELLENT
Bescription 0xcellent 1ood ,verage ;oor Total
;ercentage $$ )? $D 6il &DD
GOOD
AVERAGE
POOR
58%
F+".+"%, The study revels that the change in work methods are good. A"a$&,+, ma7ority )?K rated it as good and &DK as average. I"1e0e" e *rom the above analysis, the most of the employees agree that the changes brought on the work methods are good '. Ta'$e C <A T!e e()$#&ee, /a0*+ +)a*+#" #" C!a"%e /0#%0a((e *re"uency $( $A ;ercentage (? MP-011893236 Saroj Kumar Mishra *rom the above
table, $$K respondents thinks changes brought in work methods are excellent- a
Bescription 9illing and @eal ;articipation
*ormalI Token ;articipation 6il ;articipation I @e7ection Total
&A > )D
'? &( &DD
CHART-3: THE EMPLO EE!S PARTICIPATION ON CHANGE PROGRAMME 14%

WILLING AND REAL PARTICIPATION
48%
FORMAL/TOKEN PARTICIPATION
38%
NIL PARTICIPATION / REJECTION
F+".+"%, *rom the data collected it is found that the employee participation on change programme is not encouraging though (?K of respondents participated in the programme. A"a$&,+, The above table reveals, though (?K of the respondents have willing and real participation, '?K respondents have token or formal participation- there is a re7ection or nil participation by &(K of respondents. I"1e0e" e It is found from the above analysis that a ma7ority of the respondents participated willingly in the implementation of the change in the organisation, where as '?K participated formally as a token participation. %till with the &(K of nil participation or re7ection in the implementation in the change process is not an encouraging result. (. Ta'$e C ?A H#D *!e 3a"a%e(e"* #'*a+", #((+*(e"* 10#( E()$#&ee, 1#0 C!a"%e Bescription Eoluntarily 'D *re"uency &+ ;ercentage '$ MP-011893236 Saroj Kumar Mishra
/y *orceIConvincing /e Incentive based ;ersuasion Total
$& &' )D
($ $+ &DD
CHART - 4: THE MANAGEMENT OBTAINS COMMITMENT "ORM EMPLO EES "OR CHANGE
17% 38%
VOLUNTARILY
BY FORCE/CONVINCING BY INCENTIVE BA ED PER UATION
45%
F+".+"%, The above findings revels that the management obtains commitment from employees for change by adopting undemocratic means. A"a$&,+, 9hen the "uestion asked how the management obtains commitment from employees for change, the response was "uite distributing. '$K of respondents agree that the employees commit it voluntarily, ($K opined as use of force or it is by convincing by the management, where as $+K say that the management uses incentive based persuasion to get the commitment form the employees for change. I"1e0e" e The above analysis revels that ma7ority of the employees believe that the management obtains commitment form the employees for change either by force or by convincing them. Incentive based persuasion and voluntary commitment come as second and third opinion respectively. ). Ta'$e C 1@A C!a"%e, +" S# +a$ Fa *#0, *re"uency $( &? '& ;ercentage (? '+ MP-011893236 Saroj Kumar Mishra
Bescription 0xcellent 1ood
,verage ;oor Total
D? 6il )D
CHART- 5:THE CHANGES IN SOCIAL "ACTORS 16% 0%
&+ 6il &DD
EXCELLENT GOOD AVERAGE POOR
48%
36%
F+".+"%, The changes brought in the social factors are rated as very good. A"a$&,+, The response regarding
the change in social factor was very encouraging with (?K of respondent rate it as excellent. '+K and &+K rate it as good and average respectively. I"1e0e" e It is clear from the above data and the analysis that the change brought about in the social factors are excellent. That means the management has tired hard to bring changes in social factors and has succeeded up to an extent also. 7. Ta'$e C 11A T!e C!a"%e +" Te !"#$#%& Bescription 0xcellent 1ood ,verage ;oor Total *re"uency &+ $) A 6il )D ;ercentage '$ )D &? 6il &DD
'$

CHART-6: THE CHANGES IN TECHNOLOG 18% 0% 32%
GOOD AVERAGE POOR EXCELLENT
50%
F+".+"%, The finding revels that the changes brought on technology are satisfactory. A"a$&,+, good, '$K think it is excellent and &?K rate it as average. I"1e0e" e %o the changes brought in the technology in the factory are satisfactory as ma7ority of the respondent . )DK feel that it is good as per the analysis above. >. Ta'$e C 12A Ne%#*+a*+#" Re%a0.+"% C!a"%e '& 3a"a%e(e"* *re"uency &$ $& &> 6il )D ;ercentage $( ($ '( 6il &DD ,s far as the
changes in technology in the factory, a ma7ority pf )DK respondent feel that it is
Becision 0xcellent 1ood ,verage ;oor Total
''

CHART-# : NEGOTIATION REGARDING CHANGES B MANAGEMENT 0% 24% 34%
42%
F+".+"%, The negotiation regarding change by the management was "uite well negotiated. A"a$&,+, The above table indicates
that $(K of the respondents admitted that the negotiation regarding change are excellent, ($K respondents say that it is good and '(K respondents say that it is average. I"1e0e" e *rom the above findings, most of the employees feel that the negotiation regarding change is good. Though $(K agreed that it is excellent, the management has to work out in this area as '(K rated it is as average. ?. Ta'$e C 13A T!e C!a"%e, '0#-%!* #" Wa%e S*0- *-0e *re"uency && ') D( )D ;ercentage $$ >D D? &DD
Becision *ully %atisfied %atisfied 6ot %atisfied Total
'(

CHART - 8: THE CHANGES BROUGHT ON WAGE STRUCTURE RELATED TO NATURE O" WORK
8%
22%
FULLY ATI FIED
ATI FIED
NOT
ATI FIED
#0%
F+".+"%, The changes brought on wage structure related to nature of work are found more than satisfied by the respondents. A"a$&,+, Out of )D respondents, an encouraging figure with >DK respondent are agreed with that they are satisfied with the changes brought on wage structure, $$K said that they are fully satisfied, whereas as in every organisation ?K expressed their dissatisfaction on the changes brought on wage structure. I"1e0e" e It can be inferred that the ma7ority of employees feel that the changes brought on the wage structure is satisfied and $$K said they are fully satisfied. Though ?K expressed their dissatisfaction on the issue, still it is an encouraging figure for the management. A. Ta'$e C 14A T!e C!a"%e, #" I" e"*+:e S !e(e, *re"uency &> $? D) 6il )D ;ercentage '( )+ &D 6il &DD
Eery ,ttractive %trongly ,greed 2oderately ,greed 2oderately Bisagreed %trongly Bisagreed Total
')

CHART - $: THE CHANGES ON INCENTI%E SCHEMES ARE %ER ATTRACTI%E
10%
0% 34%
TORNGLY AGREED MODERATELY AGREED MODERATELY DI AGREED TORNGLY DI AGREED
56%
F+".+"%, 2a7ority of the respondents agreed that the changes on incentive schemes are attractive. A"a$&,+, The table reveals that '(K of respondents strongly agreed that the changes on incentive schemes are very attractive. , ma7ority )+K moderately agreed with the schemes, whereas &DK respondents moderately disagreed at this point. I"1e0e" e 2a7ority of the employees moderately agreed that the changes on incentive schemes are very attractive. ,lso the response as strongly agreed to the attractiveness of the change in incentive schemes are "uite high which is a good news for the management in course of implementing change in the factory. &D. Ta'$e C 15A T!e C!a"%e, #" 5#"-, S !e(e, *re"uency &$ '( ( )D ;ercentage $( +? ? &DD
Becision *ully %atisfied %atisfied 6ot %atisfied Total
'+

CHART-10: THE CHANGES IN BONUS SCHEME 8% 24%
FULLY ATI FIED
ATI FIED
NOT ATI FIED
68%
F+".+"%, 2a7ority of the respondents feel that the Changes on /onus %chemes are satisfactory. A"a$&,+, 9hen the respondents were asked, what is their opinion about changes in the bonus scheme, $)K respondent5s response was fully satisfactory, +?K respondent5s response was satisfactory, but ?K respondent5s response was as not satisfied. I"1e0e" e *rom this analysis, it can be deducted that the changes in bonus scheme was up to satisfactory level. &D. Ta'$e C 17A T!e ReDa0. S&,*e( +, A**0a *+:e #"e *re"uency &A $> ( 6il )D ;ercentage '? )( ? 6il &DD
,ttractive %trongly ,greed 2oderately ,greed 2oderately Bisagreed %trongly Bisagreed Total
'>

CHART-11: THE REWARD S STEM IS ATTRACTI%E ONE
8%
0% 38%
TORNGLY AGREED
MODERATELY AGREED MODERATELY DI AGREED TORNGLY DI AGREED
54%
F+".+"%, It is found that the reward system is attractive one for the employees. A"a$&,+, '?K of the respondents were strongly agreed that the reward system is attractive one, where as )(K were moderately agreed. Only ?K were moderately disagreed and nobody was strongly disagreed to the "uestion whether the reward system is attractive. I"1e0e" e *rom the above table and analysis, it can be found that ma7ority of the employees agreed that the reward system brought by the management is attractive. Only a few of them moderately disagreed with the system. The overall rating is in the favour of the management which is good for the factory to implement change in it. &&. C!a"%e Becision ,lways %ometimes @arely 6ot at all Total *re"uency + ? A $> )D ;ercentage &$ &+ &? )( &DD Ta'$e C 19A 3a"+)-$a*+#" a". C#B#)*a*+#" #1 3a"a%e(e"* *#Da0.,
'?

CHART-12: MANIPULATION AND CO-OPTATION O" THE MANAGEMENT TOWARDS CHANGE 12% 16%
ALWAY OMETIME RARELY
54% 18%
NOT AT ALL
F+".+"%, *rom the study above, it is found that there is minimum or nil manipulation and co.optation of management towards change. A"a$&,+, *rom the above table, &+K respondents say that the management adapts manipulation and co.optation to overcome resistance is sometimes, $(K respondents say it is rarely, where as only &$K respondents say that it is always. /ut a ma7ority of respondent say that the management not at all adapt this method to overcome resistance to change. I"1e0e" e, *rom the above analysis, it can be inferred that the management adapts the manipulation and co.optation sometimes to overcome resistance. This affects relationships between management and employees &$. Ta'$e B1<A T!e 3a"a%e(e"* -,e, #e0 +#" (e*!#., +" +()$e(e"*+"% !a"%e,. Coercion 2ethod ,lways %ometimes @arely 6ot at all Total *re"uency D+ D? DA $> )D 'A ;ercentage &$ &+ &? )( &DD MP-011893236 Saroj Kumar Mishra

CHART-13: THE MANAGEMENT USES COERCION METHODS IN IMPLEMENTING CHANGE 12% 16%
ALWAY OMETIME
54% 18%
RARELY NOT AT ALL
F+".+"%, The findings revels that methods in implementing changes. A"a$&,+, *rom the above table, )(K respondents say that the management does not adapt Coercion methods for implementing changes. &+K respondents say that management adapts sometimes and &?K respondents say that it adapts rarely, where as &$K say it5s always the management uses as a tool to handle resistance to change. I"1e0e" e, The above finding the management seldom or never uses coercion
clearly shows that the management does adapt Coercion 2ethods sometimes in implementing change. /y adapting threats of transfer, loss of promotion, negative recommendation the management will not get amicable solution for implementing change. 5. &. /ARTICI/ATION ECO33UNICATION REGARDING CHANGE. Ta'$e C 1?A H#D +, /#$+ & 1#0 C!a"%e 1#0(-$a*e.F Bescription In a ;articipatory IBemocratic manner /y 2anagement alone /y 0xternal 0xpert tied for the purpose Total *re"uency &( '$ D( )D ;ercentage $? +( D? &DD
(D
CHART - 14: HOW THE PLOIC 8%
"OR CHANGE IS "ORMULATED 28%

IN A PARTICIPATORY / DEMORATIC MANNER BY MANAGEMENT ALONE BY EXTERNAL EXPERT TIED FOR T!E PURPO E
64%
F+".+"%, *rom the finding it5s Indicate that the policy for change is formulated mostly by the management alone. A"a$&,+, The above table reveals, +(K of the respondents said that the policy for change is formulated by management alone, only D?K respondents said by external experts tied for the purpose whereas $?K respondents said that in a participatory I democratic manner.
I"1e0e" e 2a7ority of employees admitted that management alone formulates the policy for change. This type of attitude of management will demotivate and frustrate the employees. It will yield better result if the policy for change is formulated with the participation of all concern $. Ta'$e B2@A Le:e$ #1 ADa0e"e,, Re%a0.+"% C!a"%e, *re"uency &( '$ D( )D ;ercentage $? +( D? &DD
Bescription #igh 2oderate 6il Total
(&
CHART -15 :THE LE%EL O" AWARENESS REGARDING CHANGE
8% 28%
!IG! MODERATE NIL
64%
F+".+"%, The above findings revels that the level of awareness regarding change among employees is 7ust moderate. A"a$&,+, Out of )D respondents, the levels of awareness regarding change of $?Krespondents are high and a ma7ority +(K having moderate awareness .9here as D?K respondents know nothing about the changes in the factory. I"1e0e" e *rom the above analysis, ma7ority of the employees know about the changes implementedI proposed in the company. Therefore it can be concluded that the awareness among employees is "uite high. '. Ta'$e 21A ADa0e"e,, a'#-* 1-*-0e, E#)*+#", #1 &#-0 #()a"& Bescription #aving <nowledge about futuresI options 6o <nowledge futuresI options Total about *re"uency $' $> )D ;ercentage (+ )( &DD
($
CHART - 16: AWARENES ABOUT "UTURES & OPTIONS O" OUR COMPAN
46%
HA%ING KNOWLEDGE
54%
HA%ING NO KNOWLEDGE
F+".+"%, 2a7ority of the employees have no knowledge in about the future of the company. A"a$&,+, The respondents were asked for the knowledge about futuresIoptions. (+K respondents know about futuresIoptions where as )(K respondents do not know about futuresIoptions of the company. I"1e0e" e The above finding shows the ma7ority of employees do not know about the company5s futuresIoptions. If they are informed it will encourage and motivate the members to take active part in the organisation. (. Ta'$eB22A T!e %0#-) #"*a * )0#%0a((e #1 E()$#&ee, #" C!a"%e +,,-e. Bescription 0xcellent 1ood ,verage ;oor Total *re"uency &( '$ D( 6il )D ;ercentage $? +( D? 6il &DD
('

CHART - 1#: THE GROUP CONTACT PROGRAMME O" EMPLO EES ON CHANGE ISSUES EXCELLENT 0% 8% 28% GOOD AVERAGE POOR 64%
F+".+"%, The response of employees in this case was good. A"a$&,+, 9hen the respondents were asked, what their opinion about group contact programme is, $?K respondents responses were excellent, +(K respondent5s responses were good, where as $(K respondent5s responses were found average. I"1e0e" e *rom this analysis, it can be deducted that the group contact programme of employees is up to satisfactory level. 2any things about change can be made clear by this programme. The group contact offers some specific advantages. %o there is a need of encouragement and support for the employee group contact programme from the management ). Ta'$e C 23A T!e 3a"a%e(e"*G, T0a+"+"% /0#%0a((e Re$a*e. *# C!a"%e a, a". D!e" 0e;-+0e.. Training ;rogramme 0xcellent 1ood ,verage ;oor Total *re"uency &+ '$ D$ 6il )D ;ercentage '$ +( D( 6il &DD
((

CHART - 18 : THE MANAGMENT!S TRAINING PROGRAMME RELATED TO CHANGE 4% 0% 32%
64%
F+".+"%, The training programme related to change by management is found to be good as responded by the employees. A"a$&,+, The table reveals that '$K of the respondents admitted that the management5s training programme related to change is excellent, +(K respondents say that it is good and only D(K say that it is average. I"1e0e" e *rom the analysis, it is found that training programme in the company is satisfactory. The basic values of the employees can be changes by training. ,de"uate training will make them familiar with changes- its process and working. +. Ta'$e C 24A 3a"a%e(e"*G, /,& !#$#%+ a$ C#-",e$$+"% #" C!a"%e /0#%0a((e. ;sychological Counselling 0xcellent 1ood ,verage ;oor Total *re"uency D+ '$ D? D( )D ;ercentage &$ +( &+ D? &DD
()
CHART - 1$ : MANAGMENT!S PS CHOLOGICAL COUNSELING ON CHANGE PROGRMME
8% 16%
12%
64%
F+".+"%, The finding of psychological counselling on change programme by the management was good.
A"a$&,+, *rom the above table, +(K respondents said that the management5s counselling is good &+K said that it is average, D?K said it is poor. Only &$K respondents said it is excellent. I"1e0e" e *rom the analysis, it can be deducted that the psychological counselling programme in the company is ade"uate for the employees. The management counsel ma7ority of the employees. 6ew skills, attitudes, and new relationships must be taught by psychological counselling, which creates receptive environment. >. Ta'$e C 25A T!e 3a"a%e(e"*G, G0#-) D&"a(+ , T0a+"+"% 1#0 C!a"%e /0# e,,. 1roup Bynamics Training 0xcellent 1ood ,verage ;oor (+ *re"uency DA '+ D( D& ;ercentage &? >$ D? D$ MP-011893236 Saroj Kumar Mishra
Total
)D
&DD
CHART -20 : MANAGEMENT!S GROUP D NAMIC TRAINING "OR CHANGE 8% 2% 18%

#2%
F+".+"%, The management5s group dynamic training for change is found to be good in the study. A"a$&,+, The above table reveals that >$K respondents say that the management5s group dynamics training for change process is good. &?K say that it is excellent, D?K respondents say that it is average and only $K respondents say that it is poor. I"1e0e" e The above analysis shows that the management5s group dynamics training for change process is sufficient. The group dynamics training techni"ues build up the climate based on mutual trust and understanding so essential bringing organisational changes successfully. ?. Ta'$e C 27A T!e Re$a*+#",!+) 'e*Dee" 3a"a%e(e"* a". E()$#&ee,. *re"uency &D ') D) 6il )D (> ;ercentage $D >D &D 6il &DD MP-011893236 Saroj Kumar Mishra
@elationship 0xcellent 1ood ,verage ;oor Total
CHART - 21: THE RELATIONSHIP BETWEEN MANAGEMENT AND EMPLO EES
10%
0%
20%
#0%
F+".+"%, It is found that the relationship between management and employees are good. A"a$&,+, The above table reveals that $DK respondents said that the management and employees relationship is excellent. , ma7ority >DK of the employees said that the relationship is good and &DK said it is average. I"1e0e" e *rom the above analysis, it is found that there is a good relationship between management and employees. This is one of the factors to motivate the employees to take part in the change process. %uch a good and cool atmosphere will increase the involvement of employees in the change programme. A. Ta'$e B29A H#D .# Y#- Ra*e *!e Se0:+ e, #1 C!a"%e A%e"*, *re"uency D+ $D &> D> )D (? ;ercentage &$ (D '( &( &DD MP-011893236 Saroj Kumar Mishra
%ervices of Change ,gent 0xcellent 1ood ,verage ;oor Total
CHART -22: HOW DO OU RATE THE SER%ICES O" CHANGE AGENTS 14% 12% EXCELLENT GOOD AVERAGE 34% 40% POOR
F+".+"%, The services of change agents were rated as good and average by ma7ority of the employees. A"a$&,+, 9hen the respondents were asked to rate the services of the change agents, &(K rated as poor, '(K rated as average, (DK rated as good and only &$K rated as excellent. I"1e0e" e, *rom the above analysis, ma7ority of employees feel that the services of change agents are good but a it only gives a ha:y picture as e"ual number of respondents rated it as average. Change agents are the persons who plan and initiate change in the organisation and play mail role in bringing the desired change. &D. Ta'$e C 2<A Fa +$+*a*+#" a". S-))#0* E E()a*!& #1 3a"a%e(e"* #" C!a"%e. 0mpathy 0xcellent 1ood ,verage ;oor Total *re"uency D) &? $D D> )D ;ercentage &D '+ (D &( &DD
(A

CHART-23: "ACILITATION AND SUPPL O" MANAGEMENT ON CHANGE 14% 10%
EXCELLENT GOOD AVERAGE
36% 40%
POOR
F+".+"%, The facilitation and supply of management on change is rated as average by most of the employees. A"a$&,+, The above table indicates, (DK of respondents say that the empathy of management on change is average, '+K say it is good, &DK say it is excellent and &)K respondents say it is poor. I"1e0e" e, *rom the above analysis, it can be concluded that the facilitation and support of management on change process is moderate. 1ood facilitation and supportive efforts will smooth the process. &&. Ta'$e C 2?A D# Y#- Rea. C#()a"& 8#-0"a$, *re"uency &? $& DA D$ )D ;ercentage '+ ($ &? D( &DD
Becision ,lways %ometimes @arely 6ot at all Total
)D
CHART-24: DO OU READ COMPAN 'OURNALS
18%
4% 36%
ALWAY OMETIME RARALY NOT AT ALL
42%
F+".+"%, 2ost of the employees read the company 7ournals casually and sometimes. A"a$&,+, The above table shows that '+K respondents read company 7ournals always, ($K respondents read sometimes, &?K read rarely and (K respondents do not read company 7ournals at all. I"1e0e" e, The above findings show that the ma7ority of employees read the company 7ournals. The company reveals a lot of information and make the employees aware of the things going on. &$. Ta'$e C 3@A H#D (- ! *!e,e 8#-0"a$, !e$)1-$ *# 2"#D a'#-* !a"%e, +()$e(e"*e. E)0#)#,e. +" &#-0 #()a"& Bepth of Information Comprehensive ,de"uate 8ittle Bo not know Total *re"uency D? && $' D? )D ;ercentage &+ $$ (+ &+ &DD
)&

CHART- 25: HOW MUCH THESE 'OURNALS HELP"UL IN CHANGE ISSUE 16% 16%
COMPRE!EN IVE ADE"UATE LITTLE
22% 46%
DO NOT KNOW
F+".+"%, The information in the 7ournals published by the company regarding change is insufficient. A"a$&,+, ,s per the above table, (+K respondents admit that the information available about changes is little. $$K respondents say it is ade"uate and &+K say it is comprehensive. /ut &+K say that they do not know. I"1e0e" e *rom the above findings, the ma7ority of the employees feel that the information available about changes implementedIproposed in the company 7ournals is insufficient. The relationship is strengthened by revealing full facts and findings to employees through 7ournals. &'. Ta'$e C 31A Y#- 1ee$ $+2e *# !a:e U"+#" a, 3e.+a*#0 1#0 *!e /0#'$e( ,#$:+"%E"e%#*+a*+"%. Becision ,lways %ometimes @arely 6ot at all Total *re"uency D& &D $( &) )D )$ ;ercentage D$ $D (? 'D &DD MP-011893236 Saroj Kumar Mishra

CHART-26 : "EEL TO HA%E UNION AS MEDIATOR IN PROBLEM SOL%ING
2% 30%
20%
ALWAY OMETIME RARALY NOT AT ALL
48%
F+".+"%, The employees rarely feel to bring the union into the picture as problem solving mediator in the company. A"a$&,+, The table shows that 'DK respondents do not like to have the union as the mediator for problem solving. Only D$K respondents like to have union always as a mediator. $DK respondents like to have sometimes and (?K like to have rarely. I"1e0e" e The analysis clearly shows that the union does not have much influence among the employees. 9ithout vested interests, effective and real role.playing union will solve many problems. 8ess interference of union is also good for both employees and management. C. &. O/INION REGARDING CHANGE Ta'$e B32A I, T!e0e A"& Nee. 1#0 C!a"%eF *re"uency )D 6il )D ;ercentage &DD 6il &DD
6eed for Change Les 6o Total
)'
CHART-2#: IS THERE AN NEED "OR CHANGE

NO 0%
YE
ES 100%
NO
F+".+"%, It was a unanimous opinion of all respondents to have some changes in the company. A"a$&,+, Out of )D respondents selected for study, &DDK of respondents said that the change is needed. I"1e0e" e *rom the above findings, the ma7ority of employees feel that there is a need for change. Change is a necessary way of life in most of organisations. The organisations, which do not adopt to change, find it difficult or even impossible to survive. In fact change is all around us and in every individual personal life also. %o change is very much needed. $. Ta'$e B33A W!e0e +, C!a"%e Nee.e.F *re"uency D> D> $$ &( )D ;ercentage &( &( (( $? &DD
Change 6eeded in %tructure 2anagerial ;ersonnel 9ork 0thics Technology Total
)(

CHART- 28: WHERE THE CHANGE IS NEEDED ( 28% 14% 14%
TRUCTURE MANAGERIAL PER ONNEL WORK ET!IC TEC!NOLOGY
44%
F+".+"%, 2a7ority of the employees feel that there is changes needed in the work ethics of the company. A"a$&,+, *rom the above table, &(K respondents needed change in structure, &(K needed change in 2anagerial personnel, ((K needed change in work ethics and $?K needed change in technology I"1e0e" e *rom the above analysis, the most of the employees are needed change in work ethics, though it also revels that there is a need for change in technology, structure and managerial personnel, the management has to look seriously into this matter. '. Ta'$e B34A T!e O'>e *+:e, #1 *!e O0%a"+,a*+#" a0e De$$ .e1+"e. *re"uency &D 'D &D 6il &DD ;ercentage $D +D $D 6il &DD
Becision %trongly ,greed 2oderately ,greed 2oderately Bisagreed %trongly Bisagreed Total
))

CHART-2$:OB'CTI%ES O" THE ORGANISATION ARE WELL DE"INED 0% TORNGLY AGREED 20%
MODERATELY AGREED MODERATELY DI AGREED TORNGLY DI AGREED
20%
60%
F+".+"%, It is found that most of the employees agreed that the organisational ob7ectives are well defined. A"a$&,+, The above table shows that, ?DK respondents are agreed with the statement and only $DK of respondents are confused with the ob7ectives. I"1e0e" e *rom the above analysis, it is very clear that the ma7ority of the employees understood the ob7ectives of the organisation. In turn, they know their responsibility to achieve the organisational goals and ob7ectives. (. Ta'$e B35A Lea.e0,!+) +, %##. +" &#-0 #()a"& +" *!e a,)e * #1 C!a"%e *re"uency &> $& &$ 6il )D ;ercentage '( ($ $( 6il &DD
8eadership is good %trongly ,greed 2oderately ,greed 2oderately Bisagreed %trongly Bisagreed Total
)+

CHART - 30: THE LEADERSHIP IS GOOD IN ASPECT O" CHANGE 24% 0% 34%
TORNGLY AGREED MODERATELY AGREED MODERATELY DI AGREED TORNGLY DI AGREED
42%
F+".+"%, The leadership regarding changes in the company was rated well by the employees. A"a$&,+, The table reveals that '(K of respondents admitted that the leaders help to implement the changes and cooperative. ($K admitted that it is moderate, $(K respondents admitted that the employees are not getting help at the right time and that the leaders are not guiding the employees in the aspect of change. I"1e0e" e 2a7ority of the employees feel that leaders are not showing much interest in the process. It is found that there is no openness between leaders and workers. , capable leader reinforces a climate of psychological support for change and he can use personal reasons for change. ). Ta'$e C 37A H#D .# &#- Ra*e *!e C#((-"+ a*+#" S&,*e( Re%a0.+"% C!a"%e Communication %ystem 0xcellent 1ood ,verage ;oor *re"uency ? $> &) 6il )> ;ercentage &+ )( 'D 6il MP-011893236 Saroj Kumar Mishra
Total
)D
&DD
CHART- 31: HOW DO OU RATE THE COMMUNICATION S STEM REGARDING CHANGE 0% 30% 16%
54%
F+".+"%, The communication system regarding change is good . A"a$&,+, 'DK as average. Only &+K rated as excellent. I"1e0e" e *rom the above table and analysis, it can be deducted that ma7ority of the employees said that the communication system on change issue is not prompt and full. If employees receive the full facts and get any misunderstandings cleared op immediately, the resistance will subside. ,nalysis shows that there is improvement re"uired in the communication system. +. Ta'$e B39A 6e,*e. I"*e0e,* e4+,*, +" *!e O0%a"+,a*+#" *re"uency D' &$ $A .. )D ;ercentage D+ $( )? .. &DD )(K of the
respondents have rated the communication system I pattern about change as good and
Eested Interest 0xist ,lways %ometimes @arely 6ot at all Total
)?

CHART- 32: %ESTED INTEREST E)ISTS IN THE ORGANISATION 6% 12%
ALWAY OMETIME
24%
RARALY NOT AT ALL
58%
F+".+"%, The respondents believe that vested interest exists rarely in the organisation. A"a$&,+, *rom the above table, it can be seen that )?K respondents said the vested interest exist rarely and $(K respondents said it exists sometimes where as only +K respondents said it exists always. I"1e0e" e *rom these findings, it is very clear that the vested interests are not encouraged. %till it should be discouraged hundred percent. The formallyIinformally appointed leaders should see the merit of the change not their personal interest. > Ta'$e C 3<A H#D .# &#- Ra*e *!e G0+e:a" e, Re.0e,,a$ S&,*e( +" *!e
C#()a"& 1rievance @edressal %ystem 0xcellent 1ood ,verage ;oor Total *re"uency D' $( $& D$ )D ;ercentage D+ (? ($ D( &DD
)A

CHART-33: GRIE%ANCE REDRESSAL S STEM IN THE ORGANISATION 4% 6%
EXCELLENT GOOD AVERAGE
42% 48%
POOR
F+".+"%, The response was positive on grievance redressal system in the company. A"a$&,+, 9hen the respondents were asked to rate the grievances @edressal system existing in the company, ($K respondents rated as average, (K respondents rated as poor, (?K respondents rates as good and only +K respondents rayed as excellent. I"1e0e" e, *rom the above findings, it can be deducted that the ma7ority of the employees are not happy with the existing 1rievances @edressal %ystem. , good 1rievances @edressal %ystem will solve many problems of the employees, which will build up good relationship between management and employees.
+D
Chapter - 6
Conclusions and Ameliorations
CHAPTER !
CONCLUSIONS AND A3ELIORATIONS

/efore the takeover of /C9 by ,CC 8td. in $DD', the factory was known as IBCO8 Cement and was regarded as state run 39hite 0lephantJ. It was instead of practicing the golden rule of entrepreneurship of profit maximisation without +& MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh compromising with the "uality of product and employee welfare I safety- it was indulged in fulfilling the political milieu of the ruling party, whoever in power in the state. There was a ma7or labour unrest at the time when the factory has changed its ownership. /ut with the change in ownership, the standard policies and norms of ,CC which are the key to success was to be implemented before any other changes to be enforced.
+$
OCCU/ATIONAL HEALTH = SAFETY VISION

HNO HAR3 ANYWHERE TO ANYONE ASSOCIATED WITH ACCI HNO HAR3I (ea",A No fatalities No disabling Injuries No Lost Time Injuries No Medical treatment Injuries No First Aid Injuries No Occupational Illness HANYONEI (ea",A Employees Contractors personnel on site eady!mi" dri#ers on job T$ird party contractors on site %isitors to ACC site
OCCU/ATIONAL HEALTH = SAFETY /OLICY

The company manages the activities in a responsible manner to avoid causing any harm to the health and safety of the employees, contract personnel and visitors. ,CC apply Occupational #ealth G %afety standards and guidelines- provide the necessary resources, training and education and measure performance for continuous improvement. FI6E CARDINAL RULES FOR SAFETY &. Bo not override or interfere with any safety provision nor allow anyone else to override or interfere with them. $. ;ersonal ;rotection 0"uipment ;;0! rules, applicable to a given task, must be adhered to at all times. '. Isolation and 8ock Out procedures must always be followed. (. 6o person may work if under the influence of alcohol or drugs. ). ,ll the in7uries and incidents must be reported. +' MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The company5s 7ournal 3 ,CC ;arivar J provides all activities and information taking place in the different plants and factories in India and overseas . It gives a complete picture of the company which enables the employees to stay current and up to date with the policies and activities formulated time to time.
7.1 CONCLUSION
,s the plant was at a state of transfer from government hand to private party, there were lots changes to be brought in, right from the organisational structure to the work ethics, creating a different conducive work environment for the employees, implementing the corporate policies of ,CC and spreading the basic principle of profit maximisation without compromising the "uality of product, safety and welfare of the employees. /y going through the analysis and evaluations of the data of /C9, /argarh and the above profile of ,CC 8td which explains the standard policies and norms, following conclusions are drawn. 9ork environment in the company is not so conducive for the employees. The most of the policies for changes formulated by the management alone with minimum participation of the workers. 2a7or changes and modifications are re"uired in work ethics for smooth functioning of employees. 8eaders are the person who plan and initiate changes and they are not showing much interest to motivate employees in the change process. Communication is not prompt and not communicating the full facts. %o, if the changes implemented on work environment are not satisfactory, this may demotivate the employees and in turn it effects on the performance and productivity of the organisation. #ere, though the changes brought on work methods and organisational structure are good, still a lots of home work to be done by the management to implement the changes effectively and efficiently. In the study, it is found that the management5s role towards implementing change is effective up to an extent for employees. Training, psychological counselling and group dynamics programmes on change are effectively conducted by the management. The participation of employees in the change process is one of the main factor in which the management5s effort is good.
+(
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The services of change agents, who are the people to bring desired changes in the organisation, were not appreciated by the employees. Introducing change in the technology is good. The benefits and facilities extended to the employees are 7ust average and not effective to motivate them. The changes in the existing facilities are not satisfying. The ma7ority of the employees in the company are rated good to the changes implementedIproposed.
7.2 S-%%e,*+#", E O',e0:a*+#", E C#" $-,+#",

The following ,meliorations are recommended to management to make the change process effective and the resistance can be overcome. The policy for change is to be formulated in a participatoryI democratic manner only with ade"uate participation Isuggestion from employees. 9orking conditions should be made conducive for the employees so that they feel happy and contribute more to the organisation. 2anagement is suggested to bring out good structural changes, which help in smooth functioning of employees. Organisational policies and procedures, departmentalisation, 7ob design, 7ob identification, span of control, coordination mechanism, power structure and flow of task are the elements of structure to be modified to make the employees comfortable in the structure so that the set organisational goals and ob7ectives are achieved. 8eadership should take active step in change programme. , 8eader should be a transformational leader who can use personal reason for change. #e should reinforce a climate of psychological support and cooperation for change. #e should understand the psychological needs of employees7. 2anagement should support and encourage the group contact programme. Through group, the reason for change, benefits of change and how the benefits of change will share among organisation and its members can be made clear. The meaningful and continuous dialogue and free flow of information help people to understand the real picture of change and many misunderstandings may be avoided.
+)
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The source of resistance lies in misinformation or poor communication. 0mployees who are affected change need advance information about the reason for change, its nature, its planning time and the impact it is likely to have on the organisation and personnel. %o, the management is suggested to communicate the full facts and get any misunderstanding cleared up, through one.on. one discussions, memos, group presentations or reports. 9hen lines of communication are kept open, people can get the information they need as well as communicate their concerns. The management should discourage the vested interest. %ome persons may be appointed as group leader formallyIinformally by the group to lead for their betterment, whereas these leaders try to influence group behaviour in the form of a uniform response to a change not based on the merit of the change but based on their personal interest to satisfy their own needs. The management should inform about the company5s futuresIoptions. The employees like to know about the company5s plans, missions, goals and ob7ectives. If these are informed, they will feel their importance in the organisation and it will boost their moral support to achieve the organisational goals. Training is an important mechanism for worker development. The training programme conducted by the management is appreciated, it is suggested to conduct more training programme to employees as and when there is any change in the organisational elements. This will change the basic values of the employees. The employees should educate to become familiar with changes, its process and working. They must be taught new skills, helped to change attitudes and indoctrinate in new relationships. The training helps to develop the interpersonal and intrapersonal skills. The counselling is an important mechanism to provide education on change to the employees. This helps in creating receptive environment in the organisation. ,lso its helps the employees in the personal life and work environment. The employees rated good to the psychological counselling programme conducted by management on change issues, still it is suggested to conduct more counselling programmes on this for its employees. ++ MP-011893236 Saroj Kumar Mishra
The management is suggested to adapt employee5s participation policies. The employee participation in policies Imanagement is a very potent mechanism for all round growth of employees. ;articipation of employees in the organisational change issues gives a feeling of their importance. They feel the organisation need their opinion and ideas and the organisation is unwilling to go ahead without taking them in account. 0mployees directly affected by change should be given opportunity to participate willingly in the decision process. They should be brought in the scene of change process and should be explained the facts of changes. 2anagement is suggested to have good relationship with the employees, which will make the employees to commit themselves voluntarily and publicly to take part effectively on the change issue. ,nd they will feel free to express their own views for change. 1roup Bynamic Training is a mechanism to train group members to recognise which processes are suitable to the tasks, what the results are and how members contribute. %o management should conduct more 1roup Bynamics Training Techni"ue such as role playing, psychodrama and sensitivity or T. group training. These techni"ues provide understanding of behaviour, which will build up the climate based on mutual trust, and understanding so essential for bringing organisational changes successfully. 2anagement is suggested to bring Technological changes in a planned and in phases. It is imperative to make the employees to understand the nature of technology and relevance of it to the organisation. Change agents are the person who plans and initiate desired change in the organisation. The consultant should perform their role like diagnosis of the situation, planning strategy for change, intervening in the system for change and even the evaluation of the change efforts in the context of various outcomes effectively. The internal change advisors should perform their role like communicating the concepts and methods of various change techni"ues to managers, helping managers to develop appropriate behaviour and skills for change process.
+>
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh The management should publish all information pertaining to change issues. Company 7ournal is one of the medium to inform the employees about change implemented Iposed. 2anagement is suggested to frame wage structure related to nature of work. The commission should consider the factors like nature of work, level of responsibility, hardship and risk involved in carrying out task while framing wage structure. There won5t be any disparity in the pay scale. The change on wage structure should satisfy the employees, which leads to good management and employees5 relationship. @ewardI,ward is one of the most effective factors of motivation. 2anagement should appreciate its employees for good work. The management is suggested to bring changes on @ewardI,ward and monetary incentive schemes for the best 7ob ones. The management is suggested to offer facilitation and supportive efforts to employees. This involves extra training in new skills or simply listening and providing emotional support. ,nd management can also smooth the change process by pointing out the personal benefits and giving employees time to ad7ust. The change can also be implemented in phases in an effort to minimise the upheaval. 2anagement should develop the 1rievances @edressal mechanism for the employees. The employees can directly put their problems to the grievance cell, which will promote positive interaction with the trade unions. This mechanism helps in developing an effective communication between employees and management. ,n effective communication helps in bringing the good relationships avoids communication gap between the management and employees. 7.3 DIRECTION FOR FUTURE RESEARCH
6eed for the *uture @esearch

Change is an un.ended process. 9hen one change is implemented, the need for the other one develops. To cope up with this, always there is a need for research
+?
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh on continuous basis. ,nd also for better implementation of change future @esearch is needed. *urther @esearch can be continued in the following factors as they are dynamic in nature and needs continuous attention. &. $. '. (. ). +. Changing %tructure Changing Technology Changing the ;hysical %etting Changing ;eople %timulating Organisational Innovation Creating a 8earning Organisation
+A
(Questionnaire AND BIBLIOGRAPHY)
Chapter -7 Appendices
CHAPTER "
A//ENDICES
_____________________________________________________________________ I. JUESTIONNAIRE Bear %ir I 2adam
>D
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh I am a student of 2/, from Indira 1andhi 6ational Open =niversity. ,s a part of my curriculum, I have taken up 3, %T=BL O6 I2;80206T,TIO6 O* C#,610 I6 /,@1,@# C0206T 9O@<%. /,@1,@#. I would be grateful if you could take out a few minutes of your busy schedule for answering few "uestions. Lou are re"uested to give your rating by filling appropriate answer from the choice given in the "uestionnaire. The information will be strictly used for pro7ect purpose only. Thank Lou, Lours *aithfully. ;@O*I80 O* T#0 @0%;O6B06T &. $. '. (. ). +. >. 6ame ,ge 2ale 2arital %tatus Cualification Besignation 6ature of 9ork 2onthly Income =nmarried 9idow *emale 2arried 9idower
(A) CLI3ATE STUDY

&! #ow you rate the changes brought in organi:ational structure a! c! $! a! c! '! a! b! c! (! 0xcellent ,verage 0xcellent ,verage 9illing G real participation *ormal I Token participation 6il participation I re7ection b! d! b! d! 1ood ;oor 1ood ;oor
The changes in work methods
The employee5s participation on change ;rogramme
The 2anagement obtains commitment from employees for change >& MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh a! c! )! Eoluntarily b! /y forceI convincing
/y incentive based persuasion
The change in social factors a! c! 0xcellent ,verage b! d! 1ood ;oor
+!
The change in Technology a! c! 0xcellent ,verage b! d! 1ood ;oor
>!
6egotiation regarding change by 2anagement a! c! 0xcellent ,verage b! d! 1ood ;oor
?!
The changes brought on wage structure related to nature of work. a! c! *ully %atisfied 6ot %atisfied b! %atisfied
A!
The changes on incentive schemes are very attractive a! c! %trongly agreed 2oderately disagreed d! b! 2oderately agreed %trongly disagreed
&D!
The change in bonus scheme a! c! *ully %atisfied 6ot %atisfied b! %atisfied
&&!
The reward system is attractive one a! c! %trongly agreed 2oderately disagreed d! b! 2oderately agreed
strongly disagreed
&$!
2anipulation and co.optation of 2anagement towards change a! c! ,lways @arely d! b! %ometimes 6ot at all
&'!
The 2anagement uses coercion methods in implementing change >$ MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh a! c! ,lways @arely d! b! %ometimes
6ot at all
5.
&!
/ARTICI/ATION ECO33UNICATION REGARDING CHANGE

#ow is policy for change formulatedM a! b! c! In a participatory I democratic manner /y management alone /y external expert tied for the purpose
$!
The level of awareness regarding changes a! #igh b! 2oderate c! 6il
'!
,wareness about futuresIoptions of your company a! b! #aving knowledge about futuresIoptions 6o knowledge about futuresIoptions
(!
The group contact ;rogramme of employees on change issues a! c! 0xcellent ,verage b! d! 1ood ;oor
)! The 2anagement5s training ;rogramme related to changes as re"uired a! 0xcellent b! 1ood c! +! ,verage d! ;oor
and
when
2anagement5s psychological counselling on change ;rogramme a! c! 0xcellent ,verage b! d! 1ood ;oor
>!
The 2anagement5s 1roup Bynamics Training for change a! c! 0xcellent ,verage b! d! 1ood ;oor
?!
The relationship between 2anagement and employees a! c! 0xcellent ,verage b! d! 1ood ;oor
A!
#ow do rate the services of change agents >' MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh a! c! &D! 0xcellent ,verage b! d! 1ood ;oor
*acilitation and supply I empathy of management on change a! c! 0xcellent ,verage b! d! 1ood ;oor
&&!
Bo you read company 7ournalsM a! c! ,lways @arely d! b! %ometimes 6ot at all brought on I
&$! #ow much these 7ournals helpful to know about changes proposed in your companyM a! c! &'! Comprehensive 8ittle b! d! ,de"uate Bo not know
Lou feel like to have the union as the mediator for the problem a! c! ,lways @arely d! b! %ometimes
solving
negotiation 6ot at all
C. O/INION REGARDING CHANGE

&! Is there any need for changeM a! $! Les b! 6o
9here is the change neededM a! c! %tructure In work ethic d! b! 2anagerial ;ersonnel In Technology
'!
The ob7ectives of the organi:ation are well defined a! c! %trongly agreed 2oderately disagreed d! b! 2oderately agreed %trongly disagreed
(!
Is the leadership is good in your company in the aspect of changeM a! c! %trongly agreed 2oderately disagreed d! b! 2oderately agreed %trongly disagreed
)!
#ow do you rate the communication system regarding changeM a! 0xcellent >( b! 1ood MP-011893236 Saroj Kumar Mishra
A Study On Implementation Of Change In Bargarh Cement Works, Bargarh c! +! ,verage d! ;oor
Eested interest exists in the organisation a! c! ,lways @arely d! b! %ometimes 6ot at all
>!
#ow do you rate the 1rievances @edressal %ystem in your CompanyM a! c! 0xcellent ,verage b! d! 1ood ;oor
>)
5I5LIOGRA/HY
&. $. '. (. ). +. >. @oger ;lant 2anaging Change and 2aking it %tick /8 2aheshwari and B; %harma 2anagement of Change through #@B, &AA&. =dai ;arekh Implementation of Change in Organi:ations. %tephen ; @obbins Organi:ational /ehaviour. %; 1upta %tatistical 2ethods. C@ <othari @esearch 2ethodology and Techni"ues. 3,CC ;arivarJ. the official 7ournal of ,CC .
>?
>A

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Chapter -1

to affect the e"uilibrium. Change refers to making things different.

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

CHANGES CONFRONTING WORK ORGANISATIONS TODAY

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

Te !"#$#%&4 . Technology is a ma7or stimulus for changes and has become

with the advent of science based technologies like genetic engineering,

MP-011893236 Saroj Kumar Mishra

Na*-0e #1 *!e W#021#0 e4 . ,lmost every organisation has to ad7ust to a

C!a"%e +" 3a"a%e0+a$ /e0,#""e$4 . /esides environmental changes, there is a

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

MP-011893236 Saroj Kumar Mishra

MP-011893236 Saroj Kumar Mishra

Profile of Bargarh Cement Works

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

/ROFILE OF 5ARGARH CE3ENT WORKS

O;C (' 1rade O;C )' 1rade

*ly.ash based ;ortland ;o::olana Cement ;ortland %lag Cement

ORDINARY /ORTLAND CE3ENTS &' MP-011893236 Saroj Kumar Mishra

MP-011893236 Saroj Kumar Mishra

3.9 HUMAN RESOURCES OF ACC

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

MP-011893236 Saroj Kumar Mishra

ORGANISATION CHART OF 5ARGARH CE3ENT WORKS

D& 3%0 Sa1e*&

DG3 Te ! /0# e,,

By 2gr #@ Corporate %ocial @esponsibilities!

,sst 2gr #@ Time Office!

By 2gr #@ 8egal G ,dmin!

,sst 2gr %ecurity

By 2gr #ealth %ervices o7ect!

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh CHAPTER 4

RESEARCH 3ETHODOLOGY ________________________________________________

MP-011893236 Saroj Kumar Mishra

@eview of local newspaper to gather information on various activities of the factory.

MP-011893236 Saroj Kumar Mishra

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

Data Analysis and Interpretation

MP-011893236 Saroj Kumar Mishra

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh CHAPTER 5

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

)D Ta'$e B4A E.- a*+#" #1 *!e Re,)#".e"*,

0ducational Cualification =nder 1raduate 1raduate G above ;rofessional Total

;ercentage &+ (( (D &DD

CHART -1 : CHANGE BROUGHT IN ORGANISATIONAL STRUCTURE

Bescription 0xcellent 1ood ,verage ;oor Total

;ercentage $$ )? $D 6il &DD

Bescription 9illing and @eal ;articipation

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

*ormalI Token ;articipation 6il ;articipation I @e7ection Total

'? &( &DD

CHART-3: THE EMPLO EE!S PARTICIPATION ON CHANGE PROGRAMME 14%

NIL PARTICIPATION / REJECTION

A Study On Implementation Of Change In Bargarh Cement Works, Bargarh

Na-0e #1 !e W#021#0 e4 . ,lmost every organisation has to ad7ust to a

)D Ta'$e B4A E.- a+#" #1 !e Re,)#".e"*,