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Organizational Change Term Paper: Submitted To: Prof Mamta Mohapatra
Organizational Change Term Paper: Submitted To: Prof Mamta Mohapatra
TERM PAPER
SUBMITTED TO:
Prof Mamta Mohapatra
SUBMITTED BY:
Modak Priy (08xpgdm31)
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CHANGE IN PERSONAL OR PROFESSIONAL LIFE
“All changes, even the most longed for, have their melancholy; for what
we leave behind is part of ourselves; we must die to one life before
we can enter into another.”
Anatole France
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DRIVERS (PRESSURES) FOR CHANGE
ORDER OF CHANGE:
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in a short span of six months. The ambition plan of the organization
was the result of increasing demand of Honda cars in the Indian
market.
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incorporate changes in their timing and start shift operations.
Employees were being given trainings to handle large workforce,
enhance production, and adopt technical changes etc on board and
abroad. Recruitment of new staff was underway and I could see
everyday new engineers joining the organization. The organization
structure was also being changed at this time. The organization was
under pressure to grow in all aspects and this was the time I could see
how important was for a manager to incorporate daily changes in the
organization keeping lieu with the daily activities.
ORDER OF CHANGE:
The change at Honda cars was a Second order change were the
organization was restructuring its operations to incorporate the
increase in demand of the companies products. It can be categorized
as a Transformational type II change where the company revitalizes
its establishing facilities to operate more effectively. The company re
engineered its operations to incorporate technical facilities, increase
staff, enhance production, meet quality standards and stay
competitive.
TYPE OF CHANGE:
Technological Change
Honda Siel Cars Ltd has one manufacturing units and 38 branch
offices. And now the challenge was to link all branch offices to
Manufacturing units and headquarters. The implementation of Sap E-
Business Suite started at end of 2005 and was completed in 2006 for
Noida plant. The plan to implement Sap E-Business Suite across its
operations in the country to enhance its enterprise resource planning
and marketing activities. HSCI expected to reduce costs overheads to
the tune of US $3.5 million annually by improving efficiencies and
management control as a result of this implementation.
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A reduction in production and inventory costs through an improvement in
supply chain management process and more efficient information
exchange with suppliers;
An increase in efficiency and productivity via the improvement of
information-sharing between staff, suppliers, dealers, and partners
using the Web-based Sap system;
A reduction in inventory & turnaround time for material usage, thereby
reducing working capital;
An increase in the efficiency of marketing campaigns and promotions
across different media;
An improved intra- and inter-operations communication environment for
better co-ordination and improved logistics planning;
Improved scalability and flexibility in the company’s IT systems;
An increase in forecast accuracy;
Providing improved management control through the introduction of
efficient business processes and the availability of updated business
data.
KEY LESSONS
Personal Change:
People put themselves under pressure when they lose confidence in their
abilities. A good self-awareness and a solid understanding of your real
skills are important for avoiding this type of pressure. Building and
supporting confidence is also invaluable.
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dealing with the symptoms. Above all, remember that you are not
alone in feeling pressure or attempting to better manage it. Do not
hesitate to confide in a friend or colleague, or to seek counseling
when help is needed. Some causes of pressure are much more
overwhelming than others—for example, being ill, caring for a sick
family member, or experiencing a change in marital status. In these
circumstances, talking to someone may help you to see things from a
broader perspective and to take the first step toward a solution.
Professional Change:
In assessing the issues and arguments stated above care must be taken in
assuming the type of organization change that is implemented. It can
be small, adaptive and incremental compared to those that are large
and transformational. Mental frame work, individual perspective, the
extent to which the change is relevant and the degree to which a
person accepts change always influences how the change is viewed.
Large scale change is viewed by managers at Honda, in the sense that
it was disruptive to their current working practices and routines. It
entails large personal impact and requires different ways of
approaching how to do things. The organization was also in the mode
of restructuring where the mechanism of empowering staff with
decision making authorities was being incorporated. This requires
organization to understand its last structure and processes before
implementation. Without understanding the current day to day
practices and the processes such changes cannot be implemented in an
organization.