A

SYNOPSIS ON

CHANGE MANAGEMENT

AT

HERO MOTOCORP LIMITED

Project Synopsis submitted in partial fulfillment for the award of the

Degree of

MASTER OF BUSINESS ADMINISTRATION

By

G. ARUN

1325-21-672-185

AURORA’S POST-GRADUATE COLLEGE (MCA)

Accredited with ‘A+’Grade by NAAC

Ramanthapur, Hyderabad – 500 013

(2021-23)
AURORA’S POST-GRADUATE COLLEGE (MCA)
Accredited by NAAC with‘ A+’ Grade

PROJECT SYNOPSIS

Name of the Student : G. ARUN

Course : MBA

Academic Year : 2021-2023

Hall Ticket No : 1325-21-672-185

Title of the Project : CHANGE MANAGEMENT

NAME OF THE COMPANY: HERO MOTOCORP LIMITED

Name of the Guide :

Date of Submission :

Signature of the Student Signature of the Guide

College Seal
 TABLE OF CONTENTS

S. No Description Page No

1 INTRODUCTION

1.1 Definition of Expatriate -

1.2 Need for the Study -

1.3 Problem Statement -

1.4 Significance of the Study -

1.5 The Objectives of the Study -

1.6 The Hypotheses of the Study -

1.7 Scope of the study -

2 REVIEW OF LITERATURE

2.1 Theoretical Reviews -

2.2 Articles -

3 RESEARCH METHODOLOGY

3.1 Research Design -

3.2 Sampling Procedure -

3.3 Sample Size -

3.4 Methods of Data Collection -

3.5 Questionnaire Design -

3.6 Reliability test -

3.7 Statistical Tools -

CHAPTERIZATION -

BIBLIOGRAPHY -
1.1 INTRODUCTION

Change management implies recognizing a person's inherent skills, traits, personality and

offering him a matching job. Every person has a unique Change that suits a particular job

profile and any other position will cause discomfort. It is the job of the Management,

particularly the HR Department, to place candidates with prudence and caution. A wrong fit

will result in further hiring, re-training and other wasteful activities. Change management is

beneficial to both the organization and the employees. The organization benefits from:

Increased productivity and capability; a better linkage between individuals' efforts and

business goals; commitment of valued employees; reduced turnover; increased bench strength

and a better fit between people's jobs and skills. Employees benefit from: Higher motivation

and commitment; career development; increased knowledge about and contribution to

company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it is

important for an organization to develop the most important resource of all - the Human

Resource. In this globalize world, it is only the Human Resource that can provide an

organization the competitive edge because under the new trade agreements, technology can be

easily transferred from one country to another and there is no dearth for sources of cheap

finance. But it is the Changed workforce that is very hard to find. Change signals an ability to

learn and develop in the face of new challenges. Change is about future potential rather than

past track record. So Change tends to be measured in terms of having certain attributes, such

as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of

ambition and competitiveness, the ability to focus on ‘big picture’ issues, and an awareness of

their own strengths, limitations and impact on others.

Many change management models and processes are based with their roots in grief studies. As

consultants saw a correlation between grieving from health-related issues and grieving among
employees in an organization due to loss of jobs and departments, many early change models

captured the full range of human emotions as employees mourned job-related transitions.

Everett Roger posited that change must be understood in the context of time, communication

channels, and its impact on all affected participants. Placing people at the core of change

thinking was a fundamental contribution to developing the concept of change management.

He proposed the descriptive Adopter groups of how people respond to change: Innovators,

Early Majority, Late Majority and Laggards.Julien Phillips published a change management

model in 1982 in the journal Human Resource Management; though it took a decade for his

change management peers to catch up with him. Robert Marshal has since credited the big six

accounting and consulting firms with adopting the work of early organizational change

pioneers, such as Daryl Conner and Don Harrison, thereby contributing to the legitimization

of a whole change management industry when they branded their reengineering services

as change management in the 1980s.

In his 1993 book, ‘Managing at the Speed of Change’, Daryl Conner coined the term ‘burning

platform’based on the 1988 ‘North Sea Piper Alpha’ oil rig fire. He went on and found

Conner Partners in 1994, focusing on the human performance and adoption techniques that

would help ensure technology innovations were absorbed and adopted as best as possible. The

first State of the Change Management Industry, report was published in the Consultants

News in February 1995. Linda Ackerman Anderson states in Beyond Change

Management that in the late 1980s and early 1990s, top leaders, growing dissatisfied with the

failures of creating and implementing changes in a top-down fashion, created the role of the

change leader to take responsibility for the human side of change. In Australia, change

management is now recognised as a formal vocation through the work of Christina Dean with

the Australian government in establishing national competency standards and academic

programmes from diploma to masters level.

In response to continuing reports of the failure of large-scale top-down plan-driven change

programme, innovative change practitioners have been reporting success with Agile to the

field of change management. Organizational change management employs a structured

approach to ensure that changes are implemented smoothly and successfully to achieve lasting

globalization constant innovation of technology result in a constantly evolving business

environment. Phenomena such as social media and mobile adaptability have revolutionized

business and the effect of this is an ever-increasing need for change, and therefore changes

management. The growth in technology also has a secondary effect of increasing the

availability and therefore accountability of knowledge. Easily accessible information has

resulted in unprecedented scrutiny from stockholders and the media and pressure on

management. With the business environment experiencing so much change, organizations

must then learn to become comfortable with change as well. Therefore, the ability to manage

and adapt to organizational change is an essential ability required in the workplace today. Yet,

major and rapid organizational change is profoundly difficult because the structure, culture,

and routines of organizations often reflect a persistent and difficult-to-remove "imprint" of

past periods, which are resistant to radical change even as the current environment of the

organization changes rapidly.

Change Management is the discipline that guides how we prepare, equip and support

individuals to successfully adopt change in order to drive organizational success and

outcomes. While all changes are unique and all individuals are unique, decades of research

shows there are actions we can take to influence people in their individual transitions. Change

management provides a structured approach for supporting the individuals in your

organization to move from their own current states to their own future states. Three Levels of

Change Management are ;

Individual Change Management:While it is the natural psychological and physiological

reaction of humans to resist change, we are actually quite resilient creatures. When supported

through times of change, we can be wonderfully adaptive and successful. Individual change

management requires understanding how people experience change and what they need to

change successfully. It also requires knowing what will help people make a successful

transition: what messages do people need to hear when and from whom, when the optimal

time to teach someone a new skill is, how to coach people to demonstrate new behaviours,

and what makes changes “stick” in someone’s work. Individual change management draws on

disciplines like psychology and neuroscience to apply actionable frameworks to individual

change.

Organizational or Initiative Change Management:While change happens at the individual

level, it is often impossible for a project team to manage change on a person-by-person basis.

Organizational or initiative change management provides us with the steps and actions to take

at the project level to support the hundreds or thousands of individuals who are impacted by a

project. Organizational change management involves first identifying the groups and people

who will need to change as the result of the project, and in what ways they will need to

change. Organizational change management then involves creating a customized plan for

ensuring impacted employees receive the awareness, leadership, coaching, and training they

need in order to change successfully. Driving successful individual transitions should be the

central focus of the activities in organizational change management. Organizational change

management is complementary to your project management. Project management ensures

your project’s solution is designed, developed and delivered, while change management

ensures your project’s solution is effectively embraced, adopted and used.

Enterprise Change Management:Enterprise change management is an organizational core

competency that provides competitive differentiation and the ability to effectively adapt to the
ever-changing world. An enterprise change management capability means effective change

management is embedded into your organization’s roles, structures, processes, projects and

leadership competencies. Change management processes are consistently and effectively

applied to initiatives, leaders have the skills to guide their teams through change, and

employees know what to ask for in order to be successful. The end result of an enterprise

change management capability is that individuals embrace change more quickly and

effectively, and organizations are able to respond quickly to market changes, embrace

strategic initiatives, and adopt new technology more quickly and with less productivity

impact. This capability does not happen by chance, however, and requires a strategic approach

to embed change management across an organization.

Changes affecting an organization are basically the result of its environment. Both, external as

well as internal factors play a huge role:

External factors:

Economic factors: Access to resources, market demand, competition, inflation, interest rates,

etc.

Technology: The growth of technology always forces an organization to adapt.

For example, the discovery of new production methods.

Politics: Policies of a government change routinely. Even the government itself changes every

term. These factors play a large role in the external environment.

Other factors: Factors like urbanization, education, cultural changes, change in social mind-

set, etc. also affect every business organization.

Internal factors:

Changes in personnel due to hiring, termination of employment, retirement, promotion,

etc.Change of functional policy decisions like holidays, work hours, paid leaves, etc. Changes
affecting physical facilities like usage of alternative raw materials or adaptation to new

machinery.
1.2 NEED FOR THE STUDY

Organizations change for responding to the fluctuations or volatility in the business

environment. For HERO MOTOCORP LIMITED, people play a very vital role in driving

banking excellence as they are the most valuable assets. Hence, a change in the method of

handling a job role, implementation of facilitating interventions and training people about the

new practices or techniques, can result in impressive results in terms of the return on

investment (ROI).Effective Change management process has helped the HR department of

HERO MOTOCORP LIMITED, in understanding the changing customer needs, meeting their

demands and expectations much better since the requirements are well defined organizational

change affect the leadership thinking style and may optimize the benefits by establishing the

systems and processes in place, establishing an integrated framework for achieving the

developmental goals with the complete involvement of people in the end to end stages of

change management cycle.

1.5 THE OBJECTIVES OF THE STUDY

The training involved the study of the following:

1. To understand the entire implementation of Change management in the organization.

2. To understand the need of Change management.

3. To analyze the resistance of employees regarding Change management procedure.

4. To analyze the consequences of Change Management.

1.7 SCOPE OF THE STUDY

The readiness of the employees working at HERO MOTOCORP LIMITED, for change

management influences organizational strategies and policy related decisions, as it involves a

comprehensive, well planned approach and implementation of systemic interventions which

would have an overall influence on the system, processes, people as well as the organizational

structure as a whole. By improving the readiness for change, HERO MOTOCORP LIMITED,

can strengthen their adaptability mechanisms and build their internal competencies for facing

future uncertainties or many such multiple change auguring situations. In the recent days, the

HR Department of HERO MOTOCORP LIMITED, is vested with the responsibility of managing

the change in addition to its conventional function of providing good human capital to the company. In order

to perform this function, they use the following method, identifying the Change which is

required, Right selection of the Change, Implementing competitive compensation plan,

Training and Continual Development of competencies, Aligning the acquired Change and

Retaining the Change. The scope of Change management is quite wide and adopts an integrative approach

to the functions mentioned above. The purpose is to have a synergistic effect between the

various activities so as to ensure a maxi-maxi effect.

2.1 THEORETICAL REVIEWS

The literature review is a significant analysis in business and management research that

shows understanding of present research topic and support a conceptual framework

(Maylor & Blackmon, 2005). The literature review demonstrates a comprehensible

understanding of research topic, identifies the major studies related to the current study

area, helps in drawing understandable and appropriate conclusions and demonstrates the

relevance and importance of the researchproblems.

This chapter provides a thorough look from the subsisting literature on the issues that have

direct impact on Employee Readiness for Organization Change. It examine existing studies

in various discipline like change management, organizational behaviour and organizational

development.

A review of literature on organizational change, employee readiness, employee

commitment to the organization, participation in the change process, locus of control, role

clarity and job satisfaction is the focus of this chapter. The chapter provides an overview of

organizational change and the role of employees in organizational change. Lastly, the

research gap is identified and explained.

The theoretical framework which has been used for this study is based on the Model of

Readiness (Armenakis et al., 1993). At the heart of Armenakis et al.‘s (1993) Model of

Readiness, lies the message of change, purported by the leadership of the organization. The

message is planned to bring about a level of commitment from the employees in the

organization regarding the change effort. Its purpose it to create five change sentiments

characterized as: discrepancy, appropriateness, self-efficacy, principal support, and personal

valence. Through the message, the organization answers the key questions specifically related

to the change sentiments (i.e., is the changed needed, is the proposed change the right change,

can I/we successfully achieve the change goals, do my leaders and peers support the change,
and will the change benefit me), which if executed effectively, are intended to bring about five

sentiments in the employees (Armenakis et al., 2007).

The change message and the strategies for communicating the message are vital so as to

successfully bringing about the level of commitment needed by employees to implement and

sustain an organizational change (Armenakis, Harris, & Field, 1999). Communication

strategies like active and persuasive communication (e.g., education, engagement of

employees in planning for changes), use of credible leaders to convey the message,

formalization of activities (e.g., changing hiring or training practices), and diffusion practices

(e.g., visiting other organizations that have already made the change) are a number of ways in

with the message is conveyed and the sentiments are brought about inemployees.

Change readiness is the most established positive attitude towards change that has been

studied in the organizational change literature. The concept of readiness for change has

received substantial attention in the literature and has been defined in many ways.

Armenakiset al. (1999) defined the construct as an individual‘s ―beliefs, attitude and

intentions regarding the extent to which changes are needed and the organization‘s capacity to

successfully undertake those changes.‖ Bouckenooghe (2009) conclude that over 90 % of

conceptual work on change attitude has been done on either change readiness or resistance to

change. While Armenakis et al.‘s definition emphasizes beliefs; it does not examine the

affective component of change readiness. There are other range of definitions developed (see

Table 2.1) derived from Armenakis et al.‘swork.

A detailed survey of the concerned literature has been carried out based on various journals,

reviews concerned magazines and internet and presented below:

Any Organization needs to have a vision and a well-defined strategy on hiring for the future.

We should have the right change to attract and retain the best available change for which a

number of measures for change management are required. Emphasis has been paid on
initiatives that can be put in place to help organization to retain and nurture the change. The

fundamental aspects about the definitions of human recourses have been discussed and

planning of new models has been discussed. The need to disband the conventional school of

thoughts about organizational behavior has been advocated and a new approach has been

suggested for HR.

2.2 ARTICLES

ARTICLE 1:

TITLE: Change Management.

AUTHOR NAME: Taylor & Francis

JOURNAL: Online access with EBA: Emerald Business, Management & Economics

PUBLICATION: Prosci Research

ABSTRACT: Journal of Change Management is a multidisciplinary and international forum

for critical, mainstream and alternative contributions - focusing as much on psychology,

ethics, culture and behavior as on structure and process. JCM is a platform for open and

challenging dialogue and a thorough critique of established as well as alternative

practices.JCM is aiming to provide all authors with a first decision within six weeks of

submission.
ARTICLE 2:

TITLE: Change Management.

AUTHOR NAME: Paul.

JOURNAL: Online access with EBA: Emerald Business, Management & Economics

PUBLICATION: Prosci Research 2003

ABSTRACT: Successful organizations respond intelligently to factors which precipitate

change. Economic climates, political trends, changes in consumer demands, management

policy or structure, employment levels and financial resources - all these elements are

constantly at play to ensure that organizations clinging on to static structures will ultimately

lose out. But change is a dynamic and alarming thing - this journal addresses how to manage

it positively, so that employees give their support and the positive goals set are worked

towards with enthusiasm.

ARTICLE 3:

TITLE: Change management in organizations.

AUTHOR NAME: Steve Garfein , Nick Horney, Marvin Nelson.

JOURNAL: Frank E. P. Dievernich, Jie Gong, Kim Oliver Tokarski 2014

PUBLICATION: Springer International Publishing

ABSTRACT: Organizations today must become more innovative and agile to succeed. By its

very nature, innovation and agility result in constant, ongoing organizational change and

managing that change well is part and parcel of realizing business results. The reason any

project or program is undertaken is to drive business value. This value may be in the form of

reduced costs, improved efficiency, or additional products or services just to name a few.

Simply delivering a project output is not enough. The output must be implemented and

utilized as discussed earlier. The final step in the change life cycle framework is measuring

the actual benefit realized and comparing that realized benefit to the original intent.
ARTICLE 4:

TITLE: Organizational change management.

AUTHOR NAME: Kurt Lewin.

JOURNAL: Frank E. P. Dievernich, Jie Gong, Kim Oliver Tokarski 2014

PUBLICATION: Springer International Publishing

ABSTRACT: Change Management at organizational level has been conceived to be an

important aspect of successful change implementation programmes in modern organizations.

In order to benefit from the efficiency that appropriate management of change offers in

structured organizations, the study of management has ascribed importance to the study of

change management as a management concept. This study has attempted to review existing

literature on the subject. The study presented a conceptual analysis of the concept of change

and the principles developed by practitioners for the management of change. A theoretical

review of the concept was undertaken with focus on the Kurt Lewin’s force field theory which

has been generally accepted as the theoretical foundation of change as attested by the

acceptance of the theory as the bases for all other theories of change and this ascribed the title

father of change management to Kurt Lewin. This study analyzed the basis of Kurt Lewin’s

force field theory built on three steps of Unfreeze, Change and Refreeze for an effective

change management programme. The Study adopted a case study research conducted by other

researchers to validate the effectiveness of the three stages of effective change management as

propounded by Kurt Lewin.

ARTICLE 5:

TITLE: Organizational Behaviors

AUTHOR NAME: K.Aswathappa

JOURNAL: Taylor & Francis Group

PUBLICATION: Business Course And Today's Global Economy.2020

ABSTRACT: Change Management is a structured approach to transitioning individuals,

teams and organisations form a current state to a desired future state. Its major objective is to

maximize the collective benefits for all people involved in the change and minimize the risk

of failure to change. The major obstacle to change management is “Resistance to Change”.

3. RESEARCH METHODOLOGY

Methodology means a particular set of methods used for collecting the information pertaining

to the objectives of the project.

Research methodology is a way to systematically solve research problem. It may be

understood as a science of studying how research problem. The study of research

methodology gives us the necessary training in gathering materials, arranging them,

participating in field when required and training in technique for the collection of data

appropriate for a particular problem. The research methodology is the most practical way of

obtaining and analyzing data and it plays an important role in project work

RESEARCH TYPE: This project is based on a descriptive type of research, which includes

structured interviews, and fact finding inquiries of different kinds. The major purpose of

descriptive research is description of the state of affairs, as it exists at present.

RESEARCH DESIGN:

DESCRIPTIVE RESEARCH DESIGN: A research design is a specification of methods and

procedure for acquiring the information. A research design is a master plan or model for the

conduct of formal investigation. Research design is purely and simply the frame work or place

for a study that guides data. It is a blue print that is followed in completing a study.

DATA COLLECTION:

Primary Data Collection Method: Primary data are those that are obtain by the user for

fulfilment of their purpose. Have taken Primary Data through personal visit of HR head, and

HR executive, of the company. At all levels and observation methods to get more reliable

information. also collected primary data by filled, ‘Yes’ or ‘No’ format questionnaire by the

employees of company. The prime focus of this questionnaire was to compare with

the responses obtained from HR Department. The Change management initiative is taken by

the HR Department but the implication of this initiative is on the employees. By this
questionnaire, tried to find out the effectiveness of such Change management initiative as well

as the satisfaction level of the employees and also their resistance to the change.

Secondary Data Collection Method: The Secondary Data is that which is already collected

and stored or we can say already saved or ready data by others. Secondary data is from their

journals, records and from newspapers, magazines, articles, internet, etcetera, from basic

information of Change management.

Statistical tools:

 Pie chart

 Average

 Correlation

Sampling techniques:

 Judgmental Sampling

Sample Size:

The sample size for this study was 100 employees that comprises of executives, non-

executive, managers, etc. We analyzed the data using simple sampling technique.
 LIMITATIONS

The present study has certain limitations that need to be taken into account when considering
the study and its contributions. However I shall try my best in collecting the relevant
information for my research report, yet there are always some problems faced by the
researcher .The sample size is limited to 100 employees only and the area is limited to
Hyderabad city. Some of more limitations of this report and prime difficulties which I faced
in collection of information are listed below :
 The time period for carrying out the researcher was short as a result of which many facts have
been left unexplored.
 Lack of time and other resources made it impossible to conduct survey at large level.
 Only employees have been chosen which is a small number to represent the whole of the
population.
 While collection of the data most of the employees were not willing to fill the questionnaire
and felt it is their waste of time.
 Finding data to suit a specific project is very cumbersome. Collection and use of secondary
data requires a lot of hard work on the part of researcher. The secondary data may have three
types of variations, which may hinder their use for the project at hand (i) units of
measurement may be different (ii) definitions and data classes may be different.
 It is difficult to find data of needed accuracy. Often the available data are distantly related
with the research problem at hand. It is difficult to determine their accuracy for the present
study.
 PROPOSER OUTCOMES
 Let people know it is okay to struggle with change, but the “struggle” needs to be time
bound. Help create forums for people to challenge the change, discuss the change and then be
engaged in the solutions for successful changes they can make in their roles.
 Convert the early wins, no matter how small, into success stories people can understand.
These stories let people know what you want more of in the organization and allow others to
reflect on whether they could do anything similar. These stories also reinforce that small
contributions really do matter.
 As part of your sustainment activities, you should regularly report on organizational progress
toward the defined targets. It’s also critical to make those targets clear during the rollout of
the changes and new strategy.
 Remain firm in your goals and ensure that changes are properly implemented and fully
completed. If parts of the plan are left unfinished, it implies that the rest of the changes might
be able to be avoided, leaving employees less committed to the process.
 Be sure to remain flexible. Be ready to alter your strategies, if necessary, to get past bumps in
the road.
 CHAPTERISATION

CHAPTER -1 - INTRODUCTION
This chapter includes the introduction of the topic, need, scope, objectives of the study,
Project limitations and methodology of the study.
CHAPTER - 2 REVIEW OF LITERATURE
This chapter includes the theoretical background and articles written by different authors and
brief explanation of the topic.
CHAPTER - 3 - INDUSTRY PROFILE & COMPANY PROFILE
CHAPTER - 4 - DATA ANALYSIS AND INTERPRETATION
This chapter includes the comparative analysis of the financial statements of the five years
data and it also includes the interpretation based on the study.
CHAPTER - 5 – SUMMARY AND CONCLUSION
This chapter includes the overall summary of the project and the conclusion based on the
study during the period.
BIBLIOGRAPHY

Books referred:

 Organization Development – Wendell L. French, Cecil H. Bell Jr. , Veena Vohra –

Pearson Education.

 Human Resource Management – P.K.S Menon - Himalaya Publishing House.

 Human Resource Management – Bhaskar Chatterjee – Sterling Publishers Pvt Ltd.

 Human Resource Management System – Scott Snell, George Bohlander – Thomson.

 Organization Change and Development – Kavita Singh – Excel Books.

Journals:

 Journal on managing resistance to change in organizations by Emerald Publications –

2018.

 Journal on Employee roles in initiating successful change management

 Journal about the future of regulatory change management – October, 2019 – Tylor &

Francis Group.

 The British journal on change management in organisation by Page Publications.

 The management journal on change implementation by Mainstream enterprises.

Magazines:

 Business Today – special issue – India’s highest paid CEOs.

 National HRD network.

 People matters.

Newspapers:

 The Hindu

 The Economic Times.

 Times of India.
Websites:

 https://www.humanresourcesedu.org/what-is-human-resources/

 https://www.forbes.com

 https://www.porci.com

 https://www.mbastudy.com

 http://www.managementstudyguide.com/