Models of Change Tasks at Tata Motors

dumbfounds of Change Tasks at Tata MotorsTata Motors Limited is Indias largest automobile company, with consolidated revenues of US$20.5 billion in 2009-10. It is the leader in commercial vehicles in each segment, and among the cover charge trio in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the worlds fourth largest truck manufacturer, and the worlds second largest bus manufacturer. The companys 25,000 employees atomic number 18 channelise by the vision to be Best in the manner in which we operate, best in the products we deliver, and best in our value sy obeisance turn and ethics.Established in 1945, Tata Motors presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. quest a strategic every last(predicate)iance with rewrite in 2005, it has set up an industrial joint venture with Fiat Group Automobiles to produce both Fiat and Tata cars and Fiat powertrains. The companys dealership, sales, services and spargon parts network comprises over 3500 touch points Tata Motors excessively distributes and markets Fiat branded cars in India.Tata Motors, the first company from Indias engineering field to be listed in the NewYork Stock Ex revision (September 2004), has besides emerged as an internationalautomobile company. Through subsidiaries and associate companies, Tata Motors hasoperations in the UK, South Korea, Thailand and Spain. Among them is Jaguar dry landRover, a business comprising the two iconic British brands that was acquired in 2008.In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreassecond largest truck maker.Task 1 a)Kurt Lewins form precaution poseurThe concept of transmit over management is a familiar iodin in most businesses today. But, how businesses manage revision (and how successful they be at it) varies enormously depending on the nature of the business, the diverge and the deal involved. And a key part of this depends on how far community within it understand the change process.One of the al-Qaida mock ups for understanding nerveal change was certain by Kurt Lewin, a physicist as well as social scientist, Back in the 1950s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change he describes.UnfreezeThis first stage of change involves preparing the organization to accept that change is necessary, which involves relief down the existing status quo before you fag build up untried port of operating.To prepare the organization successfully, you carry to deduct at its inwardness you need to challenge the beliefs, set, attitudes, and behaviours that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they world power not support add-on storeys unless this is d superstar, th e whole building may risk collapse.This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put incessantlyyone and everything off balance. You may evoke strong reactions in lot, and thats exactly what needs to done.By forcing the organization to look back down its core, you effectively wee a (controlled) crisis, which in turn can build a strong motivation to seek out a tonic equilibrium. Without this motivation, you ha sude get the buy-in and participation necessary to effect any meaningful change.ChangeAfter the uncertainty composed in the unfreeze stage, the change stage is where people bring to resolve their uncertainty and look for bracing ways to do things. People start to believe and act in ways that support the new bursting charge.The changeover from unfreeze to change does not happen overnight People take time to embrace the new direction and participate proactively in the change. A colligate change model, the Change Curve, revolve roughes on the specific issue of personal mutations in a changing environment and is useful for understanding this specific aspect in more(prenominal) detail.In revision to accept the change and contribute to fashioning the change successful, people need to understand how the changes bequeath benefit them. Not everyone testament fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided.Time and colloquy are the two keys to success for the changes to occur. People need time to understand the changes and they also need to odour highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach.Unfortunately, some people will genuinely be harmed by change, curiously those who benefit strongly from the st atus quo. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these situations.RefreezeWhen the changes are taking shape and people perk up embraced the new ways of functional, the organization is ready to refreeze. The outward signs of the refreeze are a persistent organization chart, consistent job descriptions, and so on. The refreeze stage also needs to tending people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working.The rationale for creating a new sense of stability in our every changing world is often doubtfulnessed. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they arent sure h ow things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you move overnt allowed the most recent changes to sink in? Change will be perceived as change for changes sake, and the motivation required to implement new changes simply wont be there.As part of the Refreezing process, make sure that you celebrate the success of the change this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful.McKinsey 7S frameworkThe McKinsey 7S model involves seven interdependent factors which are categorized as either hard or soft elements enceinte ElementsSoft ElementsStrategyStructureSystemsShared ValuesSkillsStyleStaffHard elements are easier to define or identify and management can directly influence them These are strategy stat ements organization charts and reporting lines and formal processes and IT systems.Soft elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by subtlety. However, these soft elements are as important as the hard elements if the organization is going to be successful.The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others.http//www.mindtools.com/media/Diagrams/mckinsey.jpgLets look at each of the elements specificallyStrategy the plan devised to maintain and build competitive advantage over the competition.Structure the way the organization is structured and who reports to whom.Systems the daily activities and procedures that staff members engage in to get the job done.Shared Values called superordinate goals when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the ge neral work ethic.Style the style of leadership adopted.Staff the employees and their general capabilities.Skills the actual skills and competencies of the employees working for the company.Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The companys structure, strategy, systems, style, staff and skills all stem from wherefore the organization was originally created, and what it stands for. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements.The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change.Whatever the type of change restructuring, new processes, organisa tional merger, new systems, change of leadership, and so on the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one theater is taken into consideration.You can use the 7S model to help analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. Its past a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint.John P Kotters 8 steps to successful changeAmerican John P Kotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Kotters highly regarded books Leading Change (1995) and the follow-up The Heart Of Change (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to peoples response and approach to change, in which people see, feel and then change.Kotters eight step change model can be summarised asIncrease urgency inspire people to move, make objectives real and relevant.Build the guiding team get the right people in place with the right emotional commitment, and the right mix of skills and levels.Get the vision right get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.Communicate for buy-in Involve as many people as possible, communicate the essentials, simply, and to appeal and do to peoples needs. De-clutter communications make technology work for you rather than against.Empower action Remove obstacles, enable constructive feedback and lots of support from leaders reward and have sex progress and achievements.Create short-term wins Set aims that are easy to achieve in bite-size chunks. Manageable numbers of initiatives. Finish current stages bef ore starting new ones.Dont let up Foster and encourage determination and persistence ongoing change encourage ongoing progress reporting highlight achieved and future milestones. put forward change stick Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.Task 1 b)Change should not be done for the sake of change its a strategy to accomplish someoverall goal. Usually organizational change is provoked by some major outside effort force, e.g., substantial cuts in funding, address major new markets/clients,need for dramatic increases in productivity/services, etc. Typically, organizationsmust undertake organization-wide change to evolve to a antithetical level in their lifecycle, e.g., going from a highly reactive, entrepreneurial organization to more stableand planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades theentire org anization.Tata Motors was predominantly a manufacturer of commercial vehicles, and that is a very cyclical business. The commercial-vehicle market in India shrank by more than 40 percent, with massive consequences for both the top and, more particularly, the bottom lines of the company. The 110 million US$ loss was the first time something on this scale had happened in the companys history, and it really shook everybody within the organization. They tried to understand what had gone wrong and wanted to create a path for the future to ensure that they never got into such a situation again. So they decided on a recovery strategy that had three distinct phases, each of which was intend to last for nearly one and half years and 5 years in all.Phase one was intended to stem the bleeding. Costs had to be reduced in a big way, and that was going to be a huge challenge for a company that was not solo the market leader but had been used to operating in a sellers market and employing a cost -plus approach to pricing. Phase two was to be about consolidating their position in India, and phase three was to involve going outside India and expanding operations internationally.Task 1 c)To be an effective leader of an organization requires you to do five thingsUnderstand and interpret the environment in which he operateDevelop winning strategiesExecute them brilliantlyMeasure the impact of your strategies following. If you get way outs, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated.Develop organizational, departmental the world wont retain the support of your followers team and personal capabilities.Team building is an application of various techniques of Sensitivity training to the actual work groups in various departments. These work groups consist of peers and a supervisor.Task 2 a)In recent times Tata Motors have faced a lot of challenge especially from the growing competition and globalization. To fight back these external evils, Tata Motors came out with plans of expansion to fight back competition via mergers and acquisitions and to fight back globalization it decided to cut cost and thereby introduced the worlds cheapest car. But all these activities had severe implications on its internal organizational change. Change was seen both on the management and at the employee level. At the management level change was seen for cutting costs and providing the cheapest car to the world market and at the employee level change was seen because of the much needed Tata Motors to merge with Daewoo, which caused a lot of change in its employees.Task 2 b)Enterprise-wide change is undertaken as a matter of survival. It is not an optionand it is not a whim. Change carries high costs in terms of human and physicalresources, share prices, stakeholder insecurity, customer dissatisfaction,receivables and cash flow. The reality is often a painful period of change, duringwhich resistance is high, morale is low, productivity is falling, and confusion isrampant. (Calvello Seamon, 1995) No organization undertakes this lightly.So, the question is, if the cause is just, the need is clear, the alternativesevaluated, and the path to success communicated so that anyone in theorganization can see that the change is not optional but essential, why does thechange fail? The answer, Just being right isnt enough you have to win thehearts and minds of the people who will make the change happen. (Marsh,2001) There is no bodiless organization that can be changed. Only thepeople within an organization can make planned change a reality by changingtheir behaviours and the ways they relate to one another.Implementing change in an organization forces people to alter how they relate toone another. Not only do their goals, processes, equipment, and reality changebut the very way they deal with others in the organization changes. This causesanxiety and anxiety causes resistance. only people who instigate change enjoyit other have to suffer it. (Marsh, 2001)Faced with forced change many employees feel threatened believing that theywill set down power, prestige, competence, and security. They feel that what ishappening is beyond their control, outside their scene of action of influence, and they alarmit. Depending on how the particular organization has managed past change, thefears may be well grounded in experience.Task 3 a)The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years. Businesses have realized that people are more important, whether that be the customer or the employees. Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces tincture product. The customer must be happy, and if the employees are not happy, they have a hard time making the cus tomers happy. Task 3 b)Stakeholder Analysis is the process thatIs intended for group stakeholders and Understands what stakeholders expectfrom the project and what they need in relation to potential risksIdentifies actions to minimize project risks and maximize benefits by workingwith the stakeholders.This covers organisational stakeholder analysis but you efficiency ask What do I do about directly involving people? There are two basic approaches to this which can be summed up as Representation v Delegation. Both have advantages and drawbacks.RepresentationAttempts to take in the full range of views, interest groups and organisational units as part of the full decision making process. Characterised by democratic, committee-type decision-making.AdvantagesDisadvantagesCovers full range of viewsAn obvious route to gain widespread acceptance of decisionsInvolves people who may have limited knowledge of the subject areaSlows decision-makingCan result in compromises which dont really rep resent best fit in any particular areaDelegation Delegates responsibility to those identified as being best suited to the job.AdvantagesDisadvantagesWork carried out by those with appropriate skills and knowledgePermits project to move forward more rapidlyAcceptance relies on trust in those delegated may be an alien approach in the education cultureNeeds care to ensure that all relevant issues are properly understood and coveredTask 3 c)A change management strategy identify, prioritise, engage and assess stakeholders. Explicit areas of spotlight include retard that all key stakeholders have an adequate understanding of the objectives, timeline and process.Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected.Influence stakeholder attitudes to become more positive (or at least less negative) towards the initiative and/or the change that it will bring about.Establi sh an effective feedback loop between the stakeholder group and the project team.Task 3 d)The three greatest barriers to organizational change are most often the following.Inadequate Culture-shift Planning. Most companies are good at planningchanges in reporting structure, work area placement, job responsibilities, andadministrative structure. organizational charts are commonly revised again and again.Timelines are established, benchmarks are set, transition teams are appointed, etc.Failure to foresee and plan for resultant cultural change, however, is also common.When the planning team is too narrowly defined or too focused on objective analysisand critical thinking, it becomes too easy to lose sight of the fact that the plannedchange will affect people. Even at work, people make many decisions on the basis offeelings and intuition. When the feelings of employees are overlooked, the result isoften deep resentment because some unrecognized taboo or tradition has not beenduly respec ted.Lack of Employee Involvement. People have an inherent fear of change. In moststrategic organizational change, at least some employees will be asked to assumedifferent responsibilities or focus on different aspects of their knowledge or skill. Thegreater the change a person is asked to make, the more pervasive that persons fearwill be. There will be fear of change. more(prenominal) important, however, there will be fear offailure in the new role. Involving employees as soon as possible in the change effort,letting them create as much of the change as is possible and practical is key to asuccessful change effort. As employees understand the reasons for the change andhave an opportunity to try the change on for size they more readily accept andsupport the change.Flawed Communication Strategies. Ideal communication strategies in situationsof significant organizational change must attend to the message, the method ofdelivery, the timing, and the importance of information shared wit h various parts ofthe organization. Many leaders believe that if they tell people what they (the leaders)feel they need to know about the change, then everyone will be on board and ready tomove forward. In reality, people need to understand why the change is being made,but more importantly, how the change is likely to affect them. A big pictureannouncement from the CEO does little to help people understand and accept change.People want to hear about change from their direct supervisor. A strategy of engagingdirect supervision and allowing them to manage the communication process is the keyto a successful change communication plan.Task 4 a)RELEVANCE OF THE MODELS OF CHANGEKurt Lewin theorized that there are three stages to changeUnfreezing gray ideals and processes must be tossed aside so that new ones may be learned. often, getting rid of the old processes is just as difficult as nurture new ones due to thepower of habits. Just as a teacher erases the old lessons off the chalkboard before beginning a new lesson, so must a leader help to clear out the old practices before beginning the new. During this part of the process you need to provide just a little bit of coaching as they are unlearning not learning and a lot of cheerleading (emotional support) to break the old habits.ChangingThe steps to the new ideals are learned by practicingW h a t I h e a r , I f o r g e t .W h a t I s e e , I r e m e m b e r .W h a t I d o , I u n d e r s t a n d .Although there will be confusion, overload and despair, there will also be hope, discovery, and excitement. This period requires a lot of coaching as they are learning and just a little bit of cheerleading due to the affect of stimulant Overloading.RefreezingThe new processes are now intellectually and emotionally accepted. What has been learned is now actually being practiced on the job. Just a little bit of coaching is required and a lot of cheerleading is used to set up the next change process. . . remember it is c o n t i n u o u s process improvementTask 4 b)1. Formulation of a clear strategic vision In order to make a cultural change effective a clear vision of the firms new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change.2. Display Top-management commitment It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings Worley, 2005, page 490). The top of the organization should be very much in favour of the change in order to actually implement the change in the rest of the organization. De Caluw Vermaak (2004, p 9) provide a framework with five different ways of thinking about change.3. Model culture change at the highest level In order to show that the management team is in favour of the change, the change has to be notable at first at this level. The behaviour of the management needs t o symbolize the kinds of values and behaviours that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, it must be made clear that the current organizational does not need radical changes, but just a few adjustments.4. veer the organization to support organizational change The fourth step is to modify the organization to support organizational change.5. Select and socialize newcomers and terminate deviants A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture.6. Develop ethical and legal sensitivity Changes in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control, equitable treatment and job security. Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and easily different from what prevails in existing cultures. Cultural innovation is bound to be more difficult than cultural maintenance. People often resist changes hence it is the handicraft of the management to convince people that likely gain will outweigh the losses. Besides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. The organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense unique. organisational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with in. The organization turns into a sort of clan. Marsh, Christine. (2001, March). Degrees of Change underground orResilience. Performance Improvement, v40 n3 pp 29-33.