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Report
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Pranay Raj
Aman Gupta
MD Jafir Raza
Suman Kumar
Shri Ram Mandal
(M.B.A. 1st Year)
The topic deals with the managing change in competitive
environment
 Impact of Globalization
 Workforce Diversity
 Flexibility
 Used for Flatter Organization structure
 Networking Organization
The purpose of this study is to examine the emerging
trend in managing change and to keep managers
What are the
emerging trend in
managing
change……?
GLOBALIZATION
The Globalization means worldwide movement toward
economic, financial, and communications integration
which has influenced organizations to compete with
each other. Employees are required to work together
with cross functional teams and customers from so
many different cultures and countries.
“Think Globally and Act Locally”
Today’s one of the important mantra to deal with
challenges of doing business .
EXAMPLE OF GLOBALIZATION
UK’s Tetley group by Tata Tea for Rs.1,870 cr.
was the first major cross border venture by
an Indian group.. The marketing alliance of
Taj Group of Hotels with the Singapore based
Raffles International was another example of
Globalization by the Tata group.
DIVERSITY
Workforce diversity has increased creativity and
innovations in organizations. Diversity has
created an opportunity to not only think and
communicate differently but also do things
differently. When organizations attract, retain and
promote maximum utilization of people from
diverse cultural backgrounds, it results in
competitive advantage and enables to sustain the
highest quality of human resources.
EXAMPLE OF DIVERSITY
Tata Consultancy Services has a strength
of 1,40,000 in an organization with
diverse workforce . Over 8% of its
employees originate from 75
nationalities. The company has adopted
several diversity management initiatives
in the last few years. languages like
French, German & Spanish are part of its
curriculum.
FLEXIBILITY
To sustain in the market place and to be
effective managers and employees in
organizations have to become more flexible. To
stay competitive, organizations need to initiate
continuous change processes and restructure
operations such as business process
reengineering, business process outsourcing
and job redesign to increase flexibility and
decrease costs.
EXAMPLE OF FLEXIBILITY
One of the main initiatives to manage
change in HP is flexibility. Employees
enjoy flexibility to achieve their objective
through flexibility in time,
telecommunication and reduced hours of
employment.
“77 percent of Indian companies link
increasing revenues directly to flexiworking”
FLAT (LEAN) ORGANISATIONS
In today’s competitive world, quality, speed and
delivery are critical for survival of the
organization. To maximize response time,
organizations with flat or lean organizational
structure can make decisions more quickly
because each person is close to the ultimate
decision makers. People in flat organizations
feel empowered and energized.
EXAMPLE OF FLAT ORG.
Pizza Hut is an example for flatter
organization. The emphasis is on
competency, where people are considered
as important resources. It has reinvented
into a flatter organization, and has an
outward focus through project teams and
encouraged by support services. Pizza has
practiced a culture of teaming, which
spreads from the top of the organization.
NETWORKS
In today’s business scenario, networking
enables the employees to build
communication and coordinate with cross
functional teams faster and improves the
operational efficiency. The advantage of
network organization is people generally
get to know each other quickly and feel that
they are part of the group.
EXAMPLE OF NETWORK
Wipro is an example of restructuring and
networking organization. It has acquired
leadership position in its various
businesses like IT Services, BPO and
Product Engineering divisions and niche
market segments of consumer products
and lighting solutions.
CONCLUSION
Organizations do not have business problems, rather
they have peoples’ problem.
As Peter Singe says
“People don’t resist change, they resist being
changed.”
Successful change interventional
strategy involves people in the process and assures
them of its benefits. When people see that
they are going to be benefited by the change
initiatives, they will accept it.
REFERENCES
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Abramson, E. (2000) Change without pain, HBR, July-August, pp 75-79.
Argyris, C. and Shron, D.A. (1978), Organizational Learning: A Theory of Action Perspective
Reading, MA: Addison –Wesley.
Argyris, (1994) Good Communication that blocks Learning, Harvard Business Review, 69 (3),
99-109.
Armenakis, A. and Bedeaian, A.(1999) Organizational Change: A review of theory and
research in the 1990’s, Journal of management, 25, 293-315.
Bateman, T. (1980), Organizational change and the politics of success, Group and
Organizational Studies, June, pp 198-209.
Boyle, S. (2007) "Impact of Changes in Organizational Structure on Selected Key
Performance Indicators for Cultural Organizations", International Journal of Cultural Policy,
Vol. 13 (3), pp.319–334.
Emerging Trends in Managing Change
National Conference on Emerging Challenges for Sustainable Business 2012
844
Bhattacharyya, Dipak Kumar (2011), “McKinsey’s 7-S framework”, Organizational Change
and Development, Oxford University Press, India, Vol.1, pp. 128-131,394.
Vineet Nayar, How I Did It… Maverick CEO explains How He Persuaded His Team To Leap
Into The Future, Harvard Business Review, June2010:94-97
http://www.citemen.com/7290-changing-environment-of-hrm
http://www.infosys.com/sustainability/diversity/pages/index.aspx
SPECIAL REFRENCE
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Name of the Author- Dr. Rajni Singh
Designation- Asst. Professor (Human Resource),
Hierank Business School, Noida, Sec - 62.
Qualification- BSc. Botany Hons. from Aligarh Muslim Univ.
MBA (HRD & IT) from Inst. of Management Education (IME)
Sahibabad
PhD in Business Adm. from Bhim Rao Ambedkar Univ. Agra
Topic of the research –“An analytical study of Job Enrichment
amongst the employees of
Automobile sector with special to Allied Nippon Ltd

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