dissertation 范文——雇員管理變革研究
導(dǎo)讀：這篇dissertation 范文主要研究的是變化，通過(guò)的阿瓊Amaravathi私人有限公司的員工進(jìn)行調(diào)查，認(rèn)識(shí)到變革在一個(gè)組織中進(jìn)展中的巨大力量，從而為企業(yè)管理者、其他研究者通過(guò)資料參考。本dissertation范文是由英國(guó)dissertation網(wǎng)的留學(xué)生dissertation代寫頻道整理推薦。

To study about the management change in an organisation by investigating the level of employee satisfaction in Arjun Amaravathi private limited- INDIA.

Chapter One

Introduction
Introduction:
The aim of this dissertation is to describe how change can be managed and distributed in an organisation. There are a lot of theories about managing change particularly in large organisations. There are two theories that might help you through a period of change. One places more emphasis on systems and processes whilst the other places more emphasis on the people involved.

The forces of change recognise the progress in an organisation, provide with new projects to build and older projects to modify. Failure to recognize and adjust for this force of change can only lead in a downward spiral to lower efficiency, productivity, profitability, and personal ineffectiveness. The intent of this research is to analyse and evaluate the ideas about managing the process of change.

Background:
In Arjun Amaravathi private limited the morale of the employees is well maintained and service is considered as the primary goal. So the employees in the concern devote their life in serving the consumers primarily. As such their satisfaction in job must directly relate to how much they can work for the company.

The business is done in the mean of transaction by which the foreman enters into an agreement with a number of subscribers that every one of them shall subscribe a certain sum for a certain period and each subscriber in his turn as determined by lot or by auction, shall be entitled to a prized amount.

Example: 25 subscribers agree to subscribe an amount of Rs.4,000/- for 25 months i.e. for a total chit value of Rs.1,00,000/-, each subscriber will get his chit amount in his turn as determined by draw of lot or by auction. During auction all non-prized subscribers bid by allowing percentage of subscription to be forgone. The highest bidder i.e. who allows maximum percentage to subscribers is given the chit amount.

The amount, foregone by the subscriber is distributed as dividend amongst all the subscribers in every draw, after deducting 5% commission or remuneration to be paid to the foreman of the company. Maximum bid is normally between 20% to 40% and the duration of chit is normally between 12 months to 50 months. In case there are more than one highest bidder in an auction, then draw of lots is made and chit amount given to the successful subscriber.#p#分頁(yè)標(biāo)題#e#

These 25 subscribers constitute a Chit Group and the Chit fund company can run many such groups. For each group approval of bye laws and commencement certificate from the office of the Registrar, Chit Funds, is must. The share of a subscriber in a chit is also known as ticket. (Web 1)

Chit funds are the Indian equivalent of the Rotating Savings and Credit Associations (ROSCA) that are famous throughout the world.1 ROSCAs are a means to 'save and borrow' at the same time. It is considered one of the best instruments to cater to the needs of the poor. A chit scheme generally has a predetermined value and duration.

Each scheme admits a fixed pre calculated number of members, who contribute a certain sum of money every month to the pot. The pot is then auctioned out every month. The highest bidder wins the pot for that month. The bid amount is also called the discount and the prized subscriber wins the sum of money equal to the chit value lessthe discount. The discount money is then distributed among the rest of the members as dividend and in the subsequent month, the required contribution is brought down by the amount of dividend. (Web 2)

I have been thinking about someebusiness Ideas andam trying to see if the chitfund business this business can be implemented on-line. It is one of the famous businesses in south India with the total turnover runniginto several hundred crores of rupees. Several companiesare making a ton of money using the basic idea.For millions of poor and middle class investors this was the primary source of savings inIndia for a long time.

Chit is a mutually beneficial scheme where in a group of people contribute towards the chit value and one member from the group is given the prize amount and the dividends are distributed to all the other members. For Example if we consider a chit value of Rs.100000/- with 50 members in the group each member has to contribute Rs.2000/- where by (50 X 2000) Rs.100000/- is collected. (Web 3)

The auction is conducted in which the members participate and the person who discounts the maximum is declared as the prized subscriber. If there are more than one participant for maximum discount the Successful Bidder will be determined by way of lottery.

Where in, the tokens bearing the numbers allotted to the members is put into a box and one token is drawn by any of the member present in the auction and thus, the member whose number is mention on the drawn token will be declared as the Successful Bidder. 45% is the maximum bid allowed, which means a person foregoes Rs.45000/- and the balance Rs.55000/- is paid to the prized subscribers.

Out of 45% discount 5% goes to the company towards company’s commission for conducting the chit and balance of the discount amount is distributed equally amongst all members of the group. That is 40 % is distributed to all the members by which next month they have to contribute (Rs.2000/- - Rs.800/-) = Rs.1200/- only and Rs.800/- is declared as dividend for that month. (Web 3)#p#分頁(yè)標(biāo)題#e#

When there are no maximum bidders, then the members will bid in the open auction that is conducted within 5 minutes for each group and the person who bids the highest is declared as Successful Bidder. For Example: Suppose, in the 10th month the Successful Bidder was declared at 40%, then all members of the group will get a dividend of Rs.700/-each i.e. (Rs35000/-divided among 50 members) and each member has to pay Rs.1300/- towards Installment.

Therefore the members have to pay the installment amount less the dividend, the dividends earned workout to be the interest on the Installment payments made by the member. Successful Bidder is supposed to give the required sureties depending on the future liability of the chit. Only Non-Prized Subscribers whose payments are up to date can participate in the auctions.

Every month there is a Successful Bidder who gets his prized amount on submission of required Guarantors. The company is prepared to disburse the prized amount within 72 hours provided the sureties are satisfactory and documentation is verified and approved. The prized subscriber has to continue to pay the monthly installments till the termination of the chit. (英國(guó)dissertation網(wǎng)http://www.400190.com/ )

Those members who do not want to borrow funds contribute to the chit and after the 40th month if there are no bidders for the auction, lot declares one of the remaining members as Successful Bidder and the prized amount is paid to them. They either have options to submit sureties or prefer Future liability deducted upon which balance amount is paid from the Prized amount.

The dividend accrued for the 50 months are the returns on investment for the monthly deposit made to their accounts.With social networks so prevalant online these days and sucess of online financial sites like prosper.com, may be this is a viable idea. This business will broadly supposed to work something like this:

A group of members enroll into a scheme, for enrollment they provide their ACH account number’s so that their installment in automatically collected on the due date. the bidding process will be totally transparentonce the the bidding is complete the dividends will be distributed to the members of the group via ACH. The commision amount in this case goes to the service provider. (Web 3)

Management change in an Organisation:
The management change in an organisation is a powerful force and change is truly the lifeblood of the business. The study aims at analyzing all those factors prevailing in the organization that leads to job satisfaction.

Here the study covers job satisfaction, namely, nature of work, interest in work, hours put in work, working conditions, nature of supervision, rewards and appraisal system, team work, opportunities for promotion, safely measures and medical benefits and welfare. Study on job satisfaction would be helpful for the management in identifying the factors that are essentially related to human needs and their fulfilment through work. In fact satisfaction is a set of favourable or unfavourable feelings with which employees view their work.#p#分頁(yè)標(biāo)題#e#

Employees performance during management change:
The employees of an organisation are trained with specific skills and abilities to handle management change and to face the competence in their work roles for organisation success. The two benefits in developing employee’s competence are it helps employees to manage change and they will find it easier to adapt to the effects of change on their jobs.

During managing change the control in the organisation lies to personalise the events that are happening and direct it towards particular employees. The employees who have enough skill in the management become the head and they will train the others for the management change. Others in the organisation seem to know that these employees are to be more powerful. The need to control environment and resist change can overcome during the change in an organisation even if it bring new opportunities.

Aim and Objectives:
Aim:
The main aim of this study is to determine the level of job satisfaction of the employees at Arjun Amaravathi private limited - India.

1.5.2 Objectives:
The objectives are:

To find out the attitude of the employee towards the job.
To know the work environment of the organization
Analysing the employees view on job security
To study inter personal relationship between employee’s
Analysing the job’s satisfaction on achievement of target and workers knowledge and skill
Understanding the relationship between monetary and non-monetary benefit
1.5.3 Research Question:
To explore a phenomenon or to achieve new insights in to it.
To test a hypothesis of a casual relationship between variables.
1.5.4 Scope:
The main aim of this study is to determine the level of job satisfaction of the employee at Arjun Amaravathi. The study was restricted to those factors of job satisfaction namely nature of work, interest in work, hours put in work, working conditions nature of supervision, rewards and appraisal systems, team work, opportunities for promotions, safety measures and medical benefits, and welfare measures that affects the level of satisfaction and causes dissatisfaction in job.

1.6 Summary:
In this chapter the dissertation is introduced with the definitions related to the research findings. The aim and objectives, scope of the research are also discussed by the author in this chapter. In the next chapter the literature is discussed in depth related to the research questions.

Chapter 2
Literature Review
2.1 Introduction:
In this chapter the literacy information is discussed in depth of this research. Management change in an Organisation is discussed in this chapter by referring various sources. The training provided to the employees during the change management and the employee’s attitude towards the managing change is discussed in depth.

Characteristics of successful change interventions are analysed and the diagnosing Change in the organisation. The research discussion is continued with about creating a shared agenda and organisational strengths and weaknesses during the managing are discussed. Finally the monetary and non-monetary benefit of an organisation during the management change is analysed from various sources.#p#分頁(yè)標(biāo)題#e#

2.2 Management change in an Organisation:
In today’s business environment managing change is frequent and necessary for organizations to remain competitive and operationally efficient in the market. Tucker and Robert (2004) define, Change management is a process of an organization and its individuals go through to overcome the challenges caused by change.

This process involves leading, managing, and supporting the organization during the effort. Change management ensures the organization is prepared to impact caused by change and also ensures the business objectives can be achieved. The organisations provide standard and tailored change management programs to support customers during implementation. Change management professionals plan a program to meet organization’s specific needs and environment.

Following are the change management needs assessment and services that are available as individual deliverables: Implementation Plan and Strategy, Change Management Plan, Communication Plan, Marketing Plan, Custom Marketing Materials or Services, Process Design, Organization and Role Design, Tailored Training and General Consulting Services and Support.

Individual employees have the same type of job are likely to have different levels of satisfaction or dissatisfaction. To some extent this occurs because employees are likely to experience somewhat different treatment by the organization and co employees. Promotion opportunities differ among employees because of variation in job performance or seniority.

The satisfaction on similar jobs may vary because employee’s desires and values differ. In an organisation the satisfaction among managers, professional and technical employees live, even though the types of work and company policies were roughly comparable across communities. (DeMeuse and McDaris, 2004)

Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understanding of the human side, as well the company’s culture, values, people, and behaviours that must be changed to deliver the desired results. Plans themselves do not capture value.

Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Long term structural transformation is characterized by scale it affects all or most of the organization; by magnitude it involves significant alterations from the status quo; by duration the change program lasts for months if not years; and by its strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee.

In a business environment changes are an ever occurring phenomenon. For example, agility of the market, new client needs, or organizational restructuring e.g. because of mergers, acquisitions or outsourcing affect the way of doing business and hence do influence the design of business processes. Adaptability to changes and speed of innovation are a prerequisite for business process management.#p#分頁(yè)標(biāo)題#e#

Hence, a business process management approach should be able to accommodate these changes in the model as and when they occur in transformation of significance will create people issues. New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and people will be uncertain and will resist. Dealing with these issues on a reactive, case by case basis puts speed, morale, and results at risk.

One way of understanding the nuances of different change theories is to consider them against two dimensions: mode and level. Mode refers to the size and rapidity of the change, while level describes whether the change is internal to an organization or part of a sector-wide reform. Change may therefore be large or small and may occur inside an organization or within an industrial sector.

The changed plan can be distinguished from emergent change, the former involving deliberate conscious reasoning and rational planning, whereas the latter is spontaneous and uncontrolled.

They reported that change management in their industry of study health is much more likely to be dynamic, disorderly and uncertain, than rational or linear, as a result of the uncontrollable nature of the environment and the complexities of organizational life.

Yet, they also conceded that each of the nine change programs they investigated has approached change in a planned, episodic way. This is symptomatic of the dominant perception of organizational success, the benchmark for which has traditionally focused upon systems and rules, all tightly controlling the activities of employees. This standpoint is slowly ceding ground to perspectives of management that accept the presence of complexity within organizations as natural.

The distinctions highlighted are well established change theories helps to frame the nature of change attempts and their success. However, complexity theory offers a new perspective on change management because it discourages managers from making predictions about the future, instead encouraging them to allow innovation to emerge from the bottom up.

As a result, complexity theory does not specify a mode of change; it is not necessarily incremental or radical, but it is spontaneous. From a change management perspective, emergent change is typically inadequately analyzed which causes remaining nebulous and its outcomes attributed to macro phenomena. This is partly because science has traditionally perceived change as the transition from one equilibrium state to another, but this sort of understanding does not capture the messiness of the actual change.

Change Management is a structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state. Successful change requires the engagement and participation of the people involved. Change Management provides a framework for managing the people side of these changes.

Change Management for the economic health of a company is a matter of instituting a system where employees share the rewards of production in a manner that is proportionate to individual performance rewards for production. It is basically a two-step process.#p#分頁(yè)標(biāo)題#e#

First, employers must institute a system that measures accomplishment and ties wages, bonuses and benefits directly to individual effort and the corresponding production. Second, employees must understand and accept the fact that their own best interests are directly connected to the economic health of the company which needs their best efforts to prosper.

Individual employees have the same type of job are likely to have different levels of satisfaction or dissatisfaction. To some extent this occurs because employees are likely to experience somewhat different treatment by the organization and co employees. Promotion opportunities differ among employees because of variation in job performance or seniority.

The satisfaction on similar jobs may vary because employee’s desires and values differ. In an organisation the satisfaction among managers, professional and technical employees live, even though the types of work and company policies were roughly comparable across communities. (DeMeuse and McDaris, 2004)

Martel (2006) finds the factors that affect change can be measured and evaluated in the context of an organization, and they: Provides essential foundation for understanding the principles and intricacies for change in an organization, Discover concepts and principles that may be applied in the strategic management of company, Gain knowledge and insight on change in an exciting approach with our speaker, Find out how to change without pain.

The processes or sequences of events that unfold in these changes such as transitions in individual’s jobs and careers, group formation and development and organizational innovation, growth, reorganisation and decline have been difficult to explain, let alone manage.

It is found that satisfaction was generally higher among all the employees in an organisation. The implication of the employees is clear to obtain an accurate picture of employee satisfaction; management must get information from a representative sample of all employees. Projects have a well-defined strategy outlining the goals and objectives of the initiative.

The strategies are supported by a plan and the process should also assess the performance in meeting those objectives so that adjustments can be made if necessary. The support is with the Strategies, Change Management Planning, implementation planning and Roll-out.

Managing Transition and Change during organizational change has been a central and enduring quest of scholars of management and many other disciplines. Change management consult services to support the implementation of learning and performance processes. (Davis and Davidson, 2006)

The most important component of change management (Adizes, 2003), communication is vital in keeping all stakeholders informed throughout the implementation. To communicate effectively with the stakeholders everyone should be aware of the changes and the strategy used by the organisation should reach the stakeholders.#p#分頁(yè)標(biāo)題#e#

Communications, marketing works increase awareness and promote the benefits of the change to all the stakeholders. Marketing should be fun, interactive, and reach the employees through various methods and product demonstrations. Marketing ensure both users and the organization get the full return on investment. Services are available to assist with:

Marketing Plan Writing
Custom Marketing Materials and Products
Product Demonstrations
Change Management is a combination of methods used by employees within organizations to ensure organizational transition is completed efficiently and effectively. It is extremely important that management teams consider the employees side of any organizational change. Effective Change Management needs to be viewed as a human process rather than a technical process.

This will come to light when Change Management is described as a series of approaches or processes in an organization when it moves from its current state to a desired state. Intellectually the changes to structures, processes, policies and technology will likely improve efficiencies of the organisation in the market.

The buzz-words used to describe this type of organizational change include: organizational reorganization, corporate restructuring, process reengineering, resource reallocation, etc. For any of these change processes to work the impact should be process to reach the employees. (Drucker, 2005)

Organizational change (Peters and Austin, 2005) is inevitable and its pace is quickening. The introduction of new technologies, new global competitors, new legislation, new management, new customers, new ideas, etc., force organizations to change the way they do business. If organizations do not constantly seek to adapt and keep pace with new demands or take advantage of efficacies they run the risks of under-performing companies in the market and ultimately they will be forced out.

Managing in today’s organizations means one must constantly identify when and where change is needed. Managers need to be able to advocate for these transitions to their superior’s, their stakeholders, and their staff. In other words, change has to be communicated up, down, and out. This requires a set of skills that may be new to many managers, namely skills related to planning and managing corporate communications.

All managers need to realize that resistance to change is normal and dictates that an organization must constantly adapt a risk failure. Managers identify the behaviour and help the staff to manage by utilizing the proper interpersonal and communication skills. Therefore, managers need to minimize resistance by anticipating what and where the resistance will be and plan for it.

Managers focus their efforts on managing resistance to their change initiatives and help their staff overcome the pains associated with chance. A methodology will teach managers the types of interpersonal and management skills needed to help with staff dealing with change.#p#分頁(yè)標(biāo)題#e#

The manager’s responsibility is to ensure that employees are ready to embrace the changes in the organisation. If a manager sees a way to improve the business they provide a briefing to the superiors about the changes that can be made to improve the standard in the market. (Sculley, 2005)

To manage a successful organizational change, leaders need to be more proactive in their approach. The briefing includes the effects on employees in the cost and benefit analysis. Success can be enhanced if managers play an active role in both planning and delivering messages about the change initiatives. Control over the environment can affect different areas that are important to the organisation.

The employees are trained how to utilise skills; opportunities for promotion; job security; job status and job recognition. Changes are imposed for consultation and the employees are trained to influence an outcome are directed to undergo conflict and organisational process. When change occurs in an organisation there is often confusion between the employees.

Ground rules will alter and authority tends to shift until the overall change has been achieved. It is often a time when more risk orientated individuals make bids for power, whilst the less assertive attempt to hold on to what is familiar and employees look for management guidance.

Change Management are performed in Governance Model Definition, Change Control Procedures and Defining Roles, Responsibilities, and Resource needs. The benefits are made clear to staffs and the new tasks are assigned to the staffs by the manager. Supporting a talent management system internally requires dedicated resources and a well established support structure to manage the system. (Martel, 2006)

The training to the employees (Tucker and Robert, 2004) provides best practices and guidance on all aspects of implementing a successful solution. This includes recommendations on naming conventions, business processes and policies that best leverage the learning system capabilities.

The skills that can help managers include: motivational techniques, team building, coaching, feedback, setting priorities, negotiating priorities, stress-management, and dealing with conflict, systematic problem-solving and effective delegation.

In some instances, business process will adapt to fit the system’s functionality and other times the system may need customization to meet the required business process. In addition, organizational structures and roles supporting your business processes may need to be realigned. The process design can be especially important when consolidating several learning systems into a single enterprise solution.

The successful organization will be structured for learning, innovation, constant change for the systematic abandonment of whatever is established, customary, familiar, and comfortable. A manager can safely assume that a person with some knowledge will have to acquire new knowledge every four or five years.#p#分頁(yè)標(biāo)題#e#

Learning is essential to mastering change and must be a lifelong process. Change and uncertainty is managed by having a plan for the future, with a plan to be a threat and becomes an opportunity. When the opportunity of change uncertainty knocks, the successful business will continuously create the resources of employees, technology and knowledge to respond (Alvesson, 2005).

Implementing organisational change is complex, since attitudes of employees need to be changed. Everyone who will be significantly affected must be prepared for the change. Key representatives should be invited to participate from the beginning, in discussing the value or impact of change, as well as planning how to implement it.

Thereafter, flexibility and empathy for the stakeholders must be exercised throughout the process of change. Introduce change in small steps, beginning with those who usually do not resist change. Wait for these initial Monitor how the change is resisted or accepted, and give the affected teams time to adapt.

If after a reasonable period of time a few team members continue to reject change, change their physical location of work. Changing people’s place of work so often helps them to modify their attitudes and allows them to adapt to and accept change more readily. (Martel, 2006)

2.3 Change Management Training:
Change in technology, communications and information mean that organisation leaders must examine the fundamentals of their organisations. The competitive supremacy which increases profits and maximum control over company's destiny is essential to innovate, learn quickly and respond quickly.

This must be done by managing change within the organisation. By being aware of the environment and trends outside the organisation and employees within the organisation are keen to make change a strategic approach to required management change. Organisations balance whether the need for change, the vision of the future and the initial action outweigh the cost of the change. Two ways to change:

Incremental change strategy taking necessary changes in sequential order, and
Fundamental change strategy considers the whole organisation and its relationships will simultaneously change. (Tucker and Robert, 2004)
Employees are trained with specific abilities to handle change and alter the competence in their work roles for organisation success. In developing employee’s competence there are two potential benefits; it helps employees to manage change and they will find it easier to adapt to the effects of change on their jobs. During managing change the control in the organisation lies to personalise the events that are happening and direct it towards particular employees.

The employees who have enough skill in the management become the head and they will train the others for the management change. Others in the organisation seem to know that these employees are to be more powerful. The need to control environment and resist change can overcome during the change in an organisation even if it bring new opportunities. The effect of this is that the employees expend more and more energy attempting to control what is closest to the change. (Adizes, 2003) The Key Elements of Quality are:#p#分頁(yè)標(biāo)題#e#

The ability to identify the current organizational culture,
The ability to understand how change occurs within the organizational culture and what all are the related changes that are needed to occur,
The ability to develop a roadmap for the current change and to accomplish the same,
The leadership support that is given and taken,
The consistent fortification and modelling of the importance of quality,
The involvement of the employee, and
The amount of commitment shown to transfer the appropriate skills and the knowledge to all the people involved.
Employees are trained with specific abilities to handle change and alter the competence in their work roles for organisation success. In developing employee’s competence there are two potential benefits; it helps employees to manage change and they will find it easier to adapt to the effects of change on their jobs.

During managing change the control in the organisation lies to personalise the events that are happening and direct it towards particular employees. The employees who have enough skill in the management become the head and they will train the others for the management change. Others in the organisation seem to know that these employees are to be more powerful.

The need to control environment and resist change can overcome during the change in an organisation even if it bring new opportunities. The effect of this is that the employees expend more and more energy attempting to control what is closest to the change. (Adizes, 2003)

2.3.1 Employee attitude towards job:
Organisations assist the employees in handling the management change. Indeed the need for a manager is to be good about the top skills that recruitment organisations emphasise when placing top executives. Many employees in an organisation are resistant to change and focus on why this is and how to tackle those employees whom are resistant to change in order to move the organisation.

Most organisations, in the past have been designed for stability rather than change (Jones, et al., 2005). Structures were created to ensure that regular, routine work got done consistently and that minimum disruption occurred. The constant change being normal a different approach and requires different organisational processes.

Major changes of a period are sustained with arrangements to help employees cope with change and its effects. The outcomes of this process enable the capacity for change and timely information about change employees to respond to the change. Positive interaction between employees and managers create a supportive for change. (Doherty, 2004)

Responsibility for managing change is with management and executives of the organisation and they manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change and all are implied within that statement especially to understand the situation. Managers have an effective change management process in place and control changes can result in an unintentional modification to the scope of work, extension of the schedule, increase in the organisation cost, circumvention of management controls and diminished organisation accountability. An effective change management process includes:#p#分頁(yè)標(biāo)題#e#

Formal, written approval of all changes prior to the change taking place,
Verbally authorize the vendor to begin working on a change before formal process is fully analyzed, documented and approved, and
Evaluate the impact of each change to the organisation objective.(Bennett, et al., 2002)
The management have the key beliefs and select the strategies which give meaning to employees work and actions. If the strategies are not followed by the employees can be seen as a threat to the business. When change is introduced the management need to operate in a new way to feel that the works which are carried are successful.

It is important to come in terms with the feelings about the past and under go a form of grieving the business. These processes consolidate the value about the past and prepare the employees move on and build a new business for the organisation. The employee does not have a responsibility to manage change. The employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors. (Glover and Law, 1996)

2.4 Characteristics of Successful Change Interventions:
During the change intervention, organisation characteristics will focus to have:

Clear vision of desired end for entire organisation,
A vision to integrate into every form of change which takes place,
Integral to the change for the management commitment,
A learning mode to be equally valued,
Clear commitment by top leaders to the change by making significant personal investment, and
Training for the employees for their effectiveness for organisation success. (Jones, et al., 2005)
2.4.1 Diagnosing Change:
Managing change is diagnosed to: Analysis of present reality; assess organisation's capacity to respond to these demands and to develop a clear vision of the changed organisation. The four steps for change process in preparing employees to accept and endorse change are:

Creating a Shared Agenda,
Creating a Common Direction,
Creating the Capacity for Change, and
Developing Competence for Change. (Hersey and Blanchard, 2003)
A significant difference is of substantial change in the scope of services and allows being originally subject to fair competition. Such a change would go against the ideas of competition and a fair playing field for all of the vendors. Substantial changes are measured by the number of changes made to the original specifications.（英國(guó)dissertation網(wǎng)http://www.400190.com/）

They are measured by the extent of the changes would so substantially alter the original specifications that advertise the revised specifications would deny a procurement opportunity. It is emphasized that the competitive bidding process is designed to stimulate competition, and that compliance with statutory requirements is mandatory in an organisation.#p#分頁(yè)標(biāo)題#e#

A change is material and it is a fundamental principle that changes specifications after receipt of responses denies an opportunity for employees. Any organisation amendments are required to be within the scope of the original organisation and the competitive process underlying the original organisation. (Riches and Masterton, 2004)

2.4.2 Creating an Agenda:
The organisation analyse the findings with particular ideas about change in and assess the readiness for change to isolate the options which employees can identify. Organisational change entails new actions, objectives and processes for a group or team of employees. The employees use workshops for better understanding, involvement, plans, measurable aims, actions and commitment. Encourage management team to use workshops with their employees to manage the change.

Employees aspects relate to the management of personal as well as organisational change and make sure to check that employees affected by the change. Organisations understand the need for change and have a chance to decide how the change will be managed to grow the business. (Scott, 2005)

Employees involved in the planning and implementation communicates to handle sensitive aspects of organisational change management. Encourage the managers to communicate the employees directly to manage an organisational change. Throughout the term of organisation it becomes necessary to make changes to the organisation.

These changes can be minor, administrative changes such as a change of address or they can be substantial changes that affect the price and delivery. An amendment to the organisation agrees that a modification is necessary because the scope of work, the term of the organisation, or other provision of the organisation needs to be altered. The terms and conditions in the original organisation set the situations under which the management modify the changes without the organisation’s consent. (Kay, 2003)

2.4.3 Organisational strengths and weaknesses:
The priorities for strengthening the ability for organisation are to respond perceptions and understandings of the change. Change Management provides a structured approach for making changes in a planned and systematic fashion to effectively implement new methods and processes in an ongoing organization.

The goal is to prepare employees for the transformation ensures that they are knowledgeable to face change in a dynamic work environment, and ultimately ready to embrace the change. Change Management is essential to effectively address the workforce concerns in the transformation effort.

Change Management helps to foster organizational acceptance, enthusiasm, and cooperation, despite the uncertainty that any transformation holds. In transformation initiatives the management aspects are addressed and inadequate communications of employee’s comprehension lead to increase the performance with the best results. (Handy, 2006)

The changing principles are very tough for making employees redundant, closures and integrating merged organisations. It needs even more careful management than routine changes consult the employees to understand the weakness and strengthens. Change management entails planning, sensitive implementation and involve the employees for the changes. The changes on employees are realistic, achievable and measurable with aspects relevant to manage personal change. (Schein, 2003)#p#分頁(yè)標(biāo)題#e#

2.5 Relationship between monetary and non-monetary benefit:
The change involves monetary and non-monetary benefits in an organisation process. Employees are trained by the management to prepare for change and provide them enough information with necessary resources for the process: Information about the change is trained and the training programme is conducted to the employees.

The organisation's key purpose and learning from experience to progress with changes and the employees for the change process. Employees become committed to change because they know what they are committing themselves to. (Mills, 2005)

The advantage of this process is the development of appropriate levels of competence to enable individuals to manage change. A common view of employees in terms of performance standards and the abilities needed to achieve the standards. Employees demonstrate competence and develop the learning skills needed to adapt to the future.

The Change Management mission is to reduce risk and increase the probability of successful implementation of the program. It is accomplished by promoting broad organizational acceptance of the transformation and prepares the logistics workforce to operate effectively in the new environment. The objectives of Change Management are to:

Achieve a higher probability of program success;
Ensure that leadership is accountable, aligned, and out-front leading;
Equip the right employees with the right skills who are ready to perform at implementation;
Ensure the workforce understands and accepts the need for change;
Continually identify and address key barriers to change;
Enable the workforce to feel confident and assured of the future; and
Create a unified organization, not just a unified platform. (Ludlow and Vinnicombe, 2006)
The corresponding deliverable products, schedule, cost, and increase in business overhead resulting from the change, impact to work completed work, standards and acceptance criteria. The organisation contains a contingency allowance, develop a plan to change will be requested and approved by the management.

Documentation of all changes avoids any informal undocumented change process and establishes a single point of contact to authorize the change. Document the change as approved and the impact to the scope of work through an organisation amendment order change notice. The specific method of competition depends upon the type of goods or services needed.

The resulting organisation is consistent with the competition, usually contained in the solicitation document. The application of above principles depends upon particular situation and applies to the specifics of a request for proposal. The changes that are within the scope of the organisation include:

Changes in instructions;
Corrections of typographical errors not affecting the substance of the organisation;
Changes as permitted by the specific organisation language; and#p#分頁(yè)標(biāo)題#e#
Changes in agency personnel assigned to the organisation. (Riches and Masterton, 2004)
The organisational changes that affect the organisation generally require for essential to take into account. The organisations values are also necessary to have commitment and enthusiasm from management although sometimes this is not generated down the line and change behaviour of the employees.

Preparing and equipping the workforce: apply a strong analytical focus to workforce impacts, job design, training requirements, and other organisation issues. The organizational implications are using measurement tools to monitor progress and adjust change management activities to meet evolving program needs.

Change Management is an on-going process that crosses all logistics initiatives. Managing transformation and helping the workforce adjust to change will be a constant throughout the logistics transformation.

Management’s responsibilities include an evaluation of risks, implementation of controls sufficient to provide reasonable assurance that the objectives will be accomplished and monitoring activities assess compliance with controls. Any major risk acceptance decisions made by management are thoroughly justified and documented. (Knights, 2007)

2.6 Summary:
In this chapter the managing change and its effectiveness for organisation success is discussed in depth by referring various sources. Employees are trained by the management to perform their task during the change. In the next chapter various research methodologies are analysed and methods which are suitable for this research are discussed in depth.

Chapter Three
Research Methodology
3.1 Introduction:
This chapter explains the research methodology and includes the various methods employed in this research. The research methods which are chosen by the author for collecting the primary data for this research are discussed in depth. The questionnaire and interview methods are used for collecting the primary data from Arjun Amaravathi private limited.

3.2 Qualitative and Quantitative research methods:
As defined by Creswell (2003) a quantitative research approach is the data collection of primarily uses post positivist claims for developing knowledge, employs strategies of enquires such as surveys and collects data on pre determined instruments that yield statistical data for the researcher. He also added that qualitative approach is one in which the data is primarily based on perspectives of both advocacy of participatory approaches.

The methods such as narratives, phenomenologist, ethnographies, and grounded theory studies are used for collecting the primary data by the researchers. The researcher collects open ended, emerging data with primary intent of developing the findings from the data. (Creswell, 2003)

Gummesson (2000) highlighted that quantitative research method can be done much quicker than Qualitative research method and emphasis more on understanding the respondent’s point of view. Quantitative research method can be analytically compared to other methods as they include more of statistics like numbers, figures etc.#p#分頁(yè)標(biāo)題#e#

He also added that qualitative method is more generalized in nature and can be helpful for inductive research where a generalized understanding is built upon a narrow subject as mentioned earlier. Quantitative research methods are mostly based on facts, events and they are very result orientated in nature.

The mixed method contains both qualitative data and quantitative data, i.e. it includes both numeric and theoretic data. The mixed method approach is more effective as it contains both qualitative data and quantitative data. In the first step of mixed method research, the researcher first gathers the secondary data which has been already researched by other researchers in the same field. 3

In the second step, researcher focuses by distributing questionnaire and conducting interviews with the respondents. A mixed method approach is one in which the researcher tends to base knowledge claims on pragmatic grounds. It employs strategies of inquiry that involve collecting data either simultaneously or sequentially to best understand the research problems.

However, both the qualitative research method and quantitative research method are effective in their own ways, the author chose the mixed method approach, as it contains both qualitative research method and quantitative research method and to get the best out of them, which would ultimately aid in a good research.

3.3 Interview Methods:
An interview is conducted with the structure questionnaire it is frequently compared with it. Each has advantages over the other in certain respects. Interview is one of the sources of collecting primary data. The basic purpose of an interview is to get some valid information from a respondent.

The information received can be in the form of respondent’s ideas or feelings based on their knowledge; it can also be their perceptions or expectations. However, the answers depend on the way interview is being held.

The interview is conducted and response handled for building controls into the research design. The interview is to understand the findings of a research and recognizes a range of factors for developing the research in to correct area.

The purposes of the interview are:

to evaluate a person in some respect;
to select an employee;
to effect therapeutic change, as in the psychiatric interview;
to test the hypotheses;
to gather data; and
to sample respondents opinions in interviews.
Structured interview involves questions which are structured, specific and standard with same set of questions which address the interviewer’s particular concern. The answers are later compared and analyzed. It’s easy for the interviewer to analyze the results since the answers are more specific and as the interview is controlled through out.

However, the main disadvantage of structured interview is the answers from the respondent’s may not reflect their true feelings with the limited and pre-planned questions which aren’t flexible. The respondent may not also have the confidence to answer his true feelings or ideas due to the impersonal approach, which is why most of the researchers avoid structure interviews.#p#分頁(yè)標(biāo)題#e#

Semi-structured interview is a combination of both structured interview and un-structured interview. Semi-structured interview involves questions which are partially structured, this benefits interviewer as he can start with a broad topic and narrow down to his research. The questions asked to interviewer are flexible as compared to structured interview.

Most of the researchers opt for semi structured interviews as it contains the characteristics of both structured interview and un- structured interview, and is more flexible. Un-structured interview involves questions which are set in an unstructured manner where there is no standard set of questions like in structured interview.

Unstructured interviews give the researcher more of general information about a topic. Unstructured interview is usually done to get additional information about a topic, on which the researcher already have an idea. The disadvantage of unstructured interview is that the interviewer needs to be very skilful and spontaneous; it’s difficult to analyze the information as comparing answers from different respondents with different views is very difficult and time consuming.

The author interviewed three managers of Arjun Amaravathi private limited regarding various issues of this research. The advantages of the questionnaire tends to be more reliable and it encourages greater honesty with economical than the interview in terms of time and money; and there is the possibility that it may be mailed.

Its disadvantages, on the other hand, are: there is often too low a percentage of returns; the interviewer is able to answer questions concerning both the purpose of the interview and any misunderstandings experienced by the interviewee, for it sometimes happens in the case of the latter that the same questions have different meanings for different people; if only closed items are used, the questionnaire will be subject to the weaknesses already discussed; if only open items are used, respondents may be unwilling to write their answers for one reason or another; questionnaires present problems to people of limited literacy; and an interview can be conducted at an appropriate speed whereas questionnaires are often filled in hurriedly.

It has been pointed out that the direct interaction of the interview is the source of both its advantages and disadvantages as a research technique. One advantage, for example, is that it allows for greater depth than is the case with other methods of data collection. A disadvantage, on the other hand, is that it is prone to subjectivity and bias on the part of the interviewer.

Interviews have a higher response rate than questionnaires because respondents become more involved and, hence, motivated; they enable more to be said about the research than is usually mentioned in a covering letter to a questionnaire, and they are better than questionnaires

3.3.1 Telephonic Interview:
Telephonic interviewing is an important method of data collection and is common practice in survey research. It enables researchers to select respondents from a much more dispersed population than if they have to travel to meet the interviewees.#p#分頁(yè)標(biāo)題#e#

Monitoring and quality control are undertaken more easily since interviews are undertaken and administered centrally, indeed there are greater guarantees that the researcher actually carries out the interview as required. Respondents may withhold important information or tell lies, as the non-verbal behaviour that frequently accompanies this is not witnessed by the interviewer.

It is sometimes cheaper than face-to-face interviewing. It is useful for gaining rapid responses to a structured questionnaire. They can be used to collect sensitive data, as possible feelings of threat of face-to-face questions about awkward, embarrassing or difficult matters are absent. It is very easy for respondents simply to hang up on the caller.

Te disadvantages of telephonic interviews are some people have a deep dislike of telephones that sometimes extends to a phobia and this inhibits their responses or willingness to participate. Respondents may not disclose information because of uncertainty about actual confidentiality.

Many respondents will be ex-directory and so their numbers will not be available in telephone directories. It is often more difficult for complete strangers to communicate by telephone than face-to-face, particularly as non-verbal cues are absent. Respondents are naturally suspicious. One telephone might be shared by several people. Responses are difficult to write down or record during the interview.

Telephone interviewing reaches nearly the same proportion of many target populations as standard interviews, that it obtains nearly the same rate of response, and produces comparable information to standard interviews, sometimes at a fraction of the cost.

telephone interviews need careful arrangements for timing and duration a preliminary call may be necessary to fix a time when a longer call is to be made;
the interviewer will need to have ready careful prompts and probes, including more than usual closed questions and less complex questions, in case the respondent ‘dries up’ on the telephone;
both interviewer and interviewee need to be prepared in advance of the interview if its potential is to be realized; and
sampling requires careful consideration, using, for example, random numbers or some form of stratified sample. In general, however, many of the issues from ‘standard’ forms of interviewing apply equally well to telephone.
3.4 Questionnaire Method:
The research strategies are analysed by the author and the questionnaire method is chosen for collecting the primary data from Arjun Amaravathi Limited in India.

Questions are designed and the modes of response from the respondents associated with the survey are collected by the author. The questionnaire format is phrased in based on these research objectives and distributed to the employees of Arjun Amaravathi.

The questionnaire is designed and is intended to collect the primary data by the researcher and feedbacks from the employees of Arjun Amaravathi are used in this research. The main issues are addressed and important feedbacks are analysed by the author.#p#分頁(yè)標(biāo)題#e#

The questionnaire is widely used and useful information for the research is collected by the survey conducted by author in Arjun Amaravathi private limited. Questionnaire is a data collecting tool, and is one of the important instruments in the research. In order to get the appropriate information for the research the questionnaires must be written related to the research topic and theory.

There are two types of questionnaires, open-ended questions and closed-ended questions. In open-ended questions respondents reply to the questions in their own words as there are no optional answers are given with it. The main advantage of open ended questions is that respondents answer according to their own view and opinions and are not confined to answer from a set of options given by the researcher.

However, open-ended questions give the researcher un-influenced and own thoughts about a particular question, which in turn benefits the researcher as he can analyze what the respondents actually think about the given topic.

The setback of open-ended questions is that it is difficult for the researcher to analyze the answers and takes a lot of time, by grouping all the similar answers from the respondents. Whereas as in the case of closed-ended questions, the answers are already grouped and it is easy for the researcher to analyze within much less time as compared to open ended questions.

In closed-ended questions the respondents are given one or more options to answer, the researcher includes mostly the possible opinions and the respondents have to pick answers within those given options. Closed-ended questions are preferred for a quick, easy and simple survey over open-ended questions.

The author has prepared the questions which are focused and planned in such a way that the respondents find the questionnaire easy to answer without any difficulties and are related to the objectives of the research. The presence of the respondents from Arjun Amaravathi helped the author to comparatively analyze the research findings with the existing research in the same area.

The questionnaire method is used to collect the data and the author judge the appropriateness of questionnaire for data collection. The questionnaire is distributed to the respondents and data provided by the respondents is analysed in the data analysis chapter. The potential of the research is to find out the primary data for this research and the questionnaire is designed based on the research objectives.

Methodologies have an impact on every stage of the use of a questionnaire and the approaches that are made to the respondents, the explanations that are given to the respondents, the data analysis and the data reporting. The process of Operationalize a questionnaire is to take a general purpose or set of purposes and turn these into concrete, researchable fields about which actual data is gathered for the research.

A questionnaire is clarified and then it is translated into a specific format based on the research objectives. In the interview method the unstructured response is to ensure that the respondent has the freedom to give their own answer as fully chosen rather than being constrained. The unstructured response is more difficult to code and quantify than data in to structured response.#p#分頁(yè)標(biāo)題#e#

The respondent is given some options to select the choices from number of alternatives given in the questions. The respondents supply a response through the response is often limited to a word or phrase. The data is collected in the form of usable and analysable data and it is required to phrase statements according to a research area. The primary data is analysed by adding the response from each and every employee by resulting the respondent selects one of the alternatives presented in the question. This kind of response from the respondents given an idea to the author that is similar to compare the replies based on the research area.

3.5 Research Ethnography:
The discussion of accounts and episodes that now follows develops some of the ideas contained in principles of the approach. We have already noted that accounts must be seen within the context of social episodes. The idea of an episode is a fairly general one. The concept itself may be defined as any coherent fragment of social life.

Being a natural division of life, an episode will often have a recognizable beginning and end, and the sequence of actions that constitute it will have some meaning for the participants. Episodes may thus vary in duration and reflect innumerable aspects of life. A pupil entering primary school at seven and leaving at eleven would be an extended episode. A two-minute television interview with a political celebrity would be another.

The contents of an episode which interest the researcher include not only the perceived behaviour such as gesture and speech, but also the thoughts, the feelings and the intentions of those taking part. And the ‘speech’ that accounts for those thoughts, feelings and intentions must be conceived of in the widest connotation of the word. Thus, accounts may be personal records of the events we experience in our day-to-day lives, our conversations with neighbours, our letters to friends, our entries in diaries. Accounts serve to explain our past, present and future oriented actions.

Providing that accounts are authentic, it is argued, there is no reason why they should not be used as scientific tools in explaining people’s actions.

Deductive research is narrow in nature which means it narrows down from a broad theoretical structure to a particular focus and the study is finally proved or disapproved based on the observations made. It is also known as top-down approach as it gets more specific from a general topic. Where as inductive research is quite opposite to deductive research where it moves from a specific topic to a broader or generalized topic. Inductive research is known as bottom-up approach as it broadens from a specific topic. In inductive research a broadened theory is developed from a particular focus point as opposite to deductive research.

3.6 Research Validity:
Our discussion, so far, has concentrated on ways of increasing the response rate of postal questionnaires; we have said nothing yet about the validity of this particular technique. Validity of postal questionnaires can be seeing from two viewpoints.#p#分頁(yè)標(biāo)題#e#

First, whether respondents who complete questionnaires do so accurately and, second, whether those who fail to return their questionnaires would have given the same distribution of answers as did the returnees. The question of accuracy can be checked by means of the intensive interview method, a technique consisting of twelve principal tactics that Include familiarization, temporal reconstruction, probing and challenging.

It involves follow-up contact with non-respondents by means of interviewers trained to secure interviews with such people. A comparison is then made between the replies of respondents and non-respondents. Let us assume that researchers have followed the advice we have given about the planning of postal questionnaires and have secured a high response rate to their surveys.

Their task is now to reduce the mass of data they have obtained to a form suitable for analysis. ‘Data reduction’, as the process is called, generally consists of coding data in preparation for analysis—by hand in the case of small surveys; by computers when numbers are larger. First, however, prior to coding, the questionnaires have to be checked. This task is referred to as editing. Editing questionnaires is intended to identify and eliminate errors made by respondents.

After the primary and secondary data is collected for data analysis, one of the important steps is to establish and check the validity of the collected data. The author has chose triangulation method to establish and check the validity of the collected data.

There are mainly five types of triangulation methods such as data triangulation, investigator triangulation, theory triangulation, methodological triangulation, and environmental triangulation. The author chose methodological triangulation as this method requires use of combination of different methods such as interviews, quantitative methods, qualitative methods, etc to validate the collected

The researcher a clear way of drawing conclusions from the collected data, furthermore with the use of combination of various methods results in allowing the researcher to give appropriate and stronger recommendations at the end of the research. Hence the author strongly feels triangulation method would help to validate and check the study effectively.

For an account of computer-run structure checks and valid coding range checks. A check is made that there is an answer to every question. In most surveys, interviewers are required to record an answer to every question. Missing answers can sometimes be cross-checked from other sections of the survey. At worst, respondents can be contacted again to supply the missing information.

As far as is possible a check is made that all questions are answered accurately. Inaccuracies arise out of carelessness on the part of either interviewers or respondents. Sometimes a deliberate attempt is made to mislead. A tick in the wrong box, a ring round the wrong code, an error in simple arithmetic all can reduce the validity of the data unless they are picked up in the editing process.#p#分頁(yè)標(biāo)題#e#

A check is made that interviewers have interpreted instructions and questions uniformly. Sometimes the failure to give explicit instructions over the interpretation of respondents’ replies leads to interviewers recording the same answer in a variety of answer codes instead of one. A check on uniformity can help eradicate this source of error.

The primary task of data reduction is coding, that is, assigning a code number to each answer to a survey question. Of course, not all answers to survey questions can be reduced to code numbers. Many open-ended questions, for example, are not reducible in this way for computer analysis. Coding can be built into the construction of the questionnaire itself. In this case, we talk of pre coded answers. Where coding is developed after the questionnaire has been administered and answered by respondents, we refer to post coded answers.

For questions such as those whose answer categories are known in advance, a coding frame is generally developed before the interviewing commences so that it can be printed into the questionnaire itself. For open-ended questions a coding frame has to be devised after the completion of the questionnaire.

This is best done by taking a random sample of the questionnaires and generating a frequency tally of the range of responses as a preliminary to coding classification. Having devised the coding frame, the researcher can make a further check on its validity by using it to code up a further sample of the questionnaires.

It is vital to get coding frames right from the outset—extending them or making alterations at a later point in the study is both expensive and wearisome. A research would require a combination of various types of data collected from various sources through data collection methods. Secondary data collection methods and primary data collection methods are two types of data collection methods, both of which are used in this research.

3.7 Sources and collection of Data:
The data collection in a research starts with acquiring secondary data first. Secondary data collection has to be undertaken before the primary research in which the key issues and questions are identified which are later addressed in the primary research. Secondary data, a second hand data is the study made by other researcher for their own purpose.

It is easy to find a variety of secondary data, from various sources such as books, journals, encyclopaedias, newspapers, magazines, internet and organizations. But it is very important to select only the information related to the research from the vast availability of secondary data.

There are two types of secondary data such as internal secondary data and external secondary data. Internal secondary data is the data which is collected within an organization for the research purpose such as, type of products manufactured by the organization, cost variations of their own products, sales, date purchased etc. where as external secondary data is where the data is collected from outside the organization through outside sources like annual reports, library sources, academic publications etc.#p#分頁(yè)標(biāo)題#e#

The secondary data is economical and can be gathered quickly as compared to primary data. The disadvantage of secondary data is that the acquired data may not be in the desired format of the researcher; sometimes it may not be reliable and accurate, there is also a possibility that it may be outdated.

However, the author has extensively used latest academic articles from internet and few academic textbooks as a source of secondary data in this research. Primary data collection follows after the secondary data is collected in most of the cases. The primary data relates to the keys issues and questions from the collected secondary data.

Primary data is the data collected for the author’s own research purpose. Primary data can be collected through interviews, questionnaires, most of the government data, surveys, fieldwork, speeches, conference etc. Primary data presents first hand data, which is the data collected in its original form.

The data for this case study was collected by administering questionnaires and interviews. The questionnaire was a structured and reliable process in which the respondents select defined alternatives to questions posed, and all respondents were presented with the same questionnaire format and questions. The electronic survey provided the following advantages;

It was cost effective
Questionnaire was available to all respondents simultaneously as opposed to the paper form that has to be distributed at different times.
Quicker return of completed questionnaire as they were returned directly to the researcher which mean the chance of its being loss was reduced.
The author has chose interview and questionnaires as his source of collecting primary data. Both of which are elaborated below.

3.8 Summary:
In this chapter various research methods are discussed in depth with data collection methods such as primary data and secondary data collection. The primary data collected by using interviews and questionnaires are interpreted and analysed in the next chapter.

Chapter Four
Data Presentation and Analysis
4.1 Introduction
The main purpose of this chapter is to illustrate and present the results and finding from the questionnaire feedback of Arjun Amaravathi private limited. The collected data from the respondents of Arjun Amaravathi private limited are observed and measured by the author and analysed in this chapter.

The information have been analyzed and structurally presented with the figures based on the research questions framed by the author. The data gathered from the questionnaire and interview method will form the basis for interpretation of this dissertation. The analysis has quantitative method on relating and interpreting the numbers to the feedbacks derived from the questionnaire and interview research methods.

4.2 Primary data:
The primary data for this research is collected using Quantitative research method from the employees of Arjun Amaravathi private limited in India. The particular goals and objectives of this dissertation are analyzed and synthesized from multiple angles depending as the particular research evaluation questions are being addressed by the author. The data analysis provide ways of discerning, examining, comparing, contrasting and interpreting meaningful patterns related to the research area as highlighted by Graziano and Raulin (2006).#p#分頁(yè)標(biāo)題#e#

The questionnaire approach corresponds to different types of data and they are distinguished from this analysis. Quantitative analysis deals with words and is guided by research objectives and standardized procedures related to statistical analysis.

Various advantages of this questionnaire method are: the primary data is analyzed in greater depth from the respondents; research questions are shared directly with the respondent and their opinions are clarified easily. It helps the researcher to collect the necessary information for the research in short span of time. These questionnaires are analyzed in various aspects and the research objectives are easily identified by the researcher (Miles and Huberman, 1984).

As a primary data collection the questionnaire are conducted to employees of Arjun Amaravathi private limited in different departments for collecting necessary information for this research. Based on the structured questionnaire the respondents of Arjun Amaravathi private limited answered with their experience in the company and their views are absorbed by the researcher.

All the questions related to research are discussed in questionnaire with options and distributed to the employees, which makes easier to answer in few minutes. Multiple choice questions are answered by the respondents with their own choices, were most of the questions are answered with their own experience. The questions are clearly explained to the respondents and various answers are given by the respondents to author. The choice of answers and the feedbacks from the respondents are collected in a quick session by the author.

4.3 Secondary data:
The secondary data is collected from various sources including the existing research books related to this research. The data is collected from both internally and externally sources of the organisation. Internal secondary data is collected by day to day operations of the employees in Arjun Amaravathi. In many cases the data collected from internal sources and it is placed in an organised manner by the author.

The external data are referred from a wide range of sources outside the organisation based on the research fields. With the help of experienced people in Arjun Amaravathi private limited the necessary data are collected for this research and they are analysed for further research.

Secondary data is of information that has already been gathered by other researchers. Secondary data helps the researchers to collect some related information during the research process. It provides solutions to the research questions and help to clarify the problems which are raised during research process.

It also provides alternatives for primary data research method and helps the researcher from potential problems with background data for research report. Secondary data helps the researchers in research findings by providing additional insights and serve as a reference base for research projects. Internet can be used for gathering secondary data and search engines contain links for valuable sources of secondary data are highlighted by Kervin (1999).#p#分頁(yè)標(biāo)題#e#

Quantitative data is collected by the author and analysed in this chapter with sense of the information from employees of Arjun Amaravathi. Different form of quantitative statistical analysis based on procedures and goals is systematically and intensely analysed with necessary figures.

4.4 Interview Analysis:（英國(guó)dissertation網(wǎng)http://www.400190.com/）
Interviews are conducted by the author as a part of the primary data collection for this research. Based on the structured questionnaire the author conducted telephonic interviews with managers of Arjun Amaravathi private limited.

For this research the telephonic interview is conducted with three managers by the author based on the structured questions. In the Telephonic interview the data are collected by the author in terms of notes and used in this research.

During the interview the questions related to the research are discussed and based on the replies from managers the author asked few more questions. The questions are clearly explained to the mangers and the feedbacks are given by the managers from their experience in the field.

Semi structured interview method is conducted by the author in one to one basis. As advantages of these interviews founded by the author are:

The data are analyzed in greater depth with the mangers;
Information are shared directly with the managers and their views are discussed in depth, and
It is easier to arrange for collecting the necessary information’s.
With the help of these interviews data is analyzed in various aspects and the research objectives are easily identified by the author.

4.4 Data Presentation and Analysis:
The findings from interviews and questionnaire replies from 23 employees of Arjun Amaravathi private limited are analysed in this section. The data collected form the questionnaire and interview research methods are graphically presented in the form of column charts. At the end of each chart the data is presented and analysed by the author as follows:

Does change management entails planning, sensitive implementation and involve the employees for the changes?

The findings for the above question reveal that change management entails planning for the process and it is implemented as the employees involve for changes. Below figure (Figure 1) shows clearly most number of employees of Arjun Amaravathi private limited agreed and strongly agreed that the change management entails planning and implementation. Less number of employees replied neutral and disagreed as shown in Figure 1.

Figure 1: Change Management plans and Implements for employee’s involvement

Change management ensures your organisation for achieving the business objectives?

Figure 2 is the feedback from employees clearly designed and presented that organisations achieve the business objectives. The objectives are achieved with the involvement of each and every employee in the organisation.#p#分頁(yè)標(biāo)題#e#

Figure 2: Change management achieves business objectives

Do the top level leaders help you to cope with changes and its effects in the management?

Figure 3: Leaders help employees to cope with the changes

The above figure (Figure 3) shows a clear view that the top level leaders help to cope with changes and its effects in the management and guide the employees in a wright way to finish the task. A strong impact of leadership in an organisation is necessary for a leader to motivate and lead the employees towards the organisational objectives.

When change is implemented does the management need to operate in a new way to be successful?

Figure 4: Management operate in new way when change implemented

The employees are trained on a regular basis to further sharpen their skills and improve their performances for new strategies. When change is implemented in an organisation the management operates in a new way to be successful as agreed by the employees as shown in Figure 4. Human resource in Arjun Amaravathi private limited provides training to its employees on a regular basis and improves their performance in the work.

Does the management encourage the employees by rewarding them for their hard work?

Figure 5: Employees are rewarded by the management

As the above Figure 5 reveal the management encourage the employees by rewarding them for their hard work. Arjun Amaravathi private limited achieved the quality by focusing to maintain its quality by retaining the employees who are highly skilled and well trained to finish the task successfully.

Do you seek advice from your co-workers in your organisation?

Figure 6: You seek advice from your co-workers

As the above figure (Figure 6) the employees replied that they seek advice from their co workers in the organisation. The employees reveal the guidance consistently is the major challenge for the organisations by working as a team.

Organisations are focused to deliver to provide customer satisfaction by finishing the task in time.

Are you satisfied with the relationship that you have with your co-workers?

Figure 7: Satisfied relationship with co-workers

In the Figure 7 the employees of Arjun Amaravathi private limited are satisfied with the relationship that they have with their co workers. The processes are measured and the organisation options are obtained with the good relation between the co workers as shown in the above figure.

Employees demonstrate competence and develop the learning skills needed to adapt in the future?
As the below Figure 8 reveals employees demonstrate the competence and develop learning skills needed to adapt in the process. They apply all the skills they have received in the training and use them finish the task. The management commits initiation through implementing an effective quality system such as change in the strategies.

Figure 8: Employees develop skills to adapt in the future#p#分頁(yè)標(biāo)題#e#

The Change Management mission reduces risk and increase the probability of successful implementation of the program?

Figure 9: Change management reduces risk and increase profit

As the above figure shows Change Management mission reduces risk and increase the probability of successful implementation of the program in an organisation. Figure 9 is designed in terms of replies from employees where most of the employees agreed and strongly agreed for this question. The employees know the key requirement of the customer needs and focus on particular issue to reduce the risk as author analysed from the feedbacks of Arjun Amaravathi private limited employees.

Does the attitude of the employees are changed towards the job during the managing change in your organisation?

Figure 10: Employees attitude are changed in job during managing change

Majority of the employees in Arjun Amaravathi private limited replied that the attitudes of the employees are changed towards the job during managing change in their organisation. They said the quality management system is changed to achieve the task more easily with new strategies. The employees get more confident in their work with a clear view on the process they are working in as shown in the Figure 10.

Do the work environment in your organisation is changed after the change in the management?

Figure 11: Work environment changed during change management in your organisation

As from the above figure 11 the work environment in Arjun Amaravathi private limited is changed after change in the management as agreed and strongly by more than 50 percent of employees. The organisational culture proves the fact that follows approach which is considered a barrier to success in the market.

How is the job security for the employees in your organisation?
As the below figure reveals the job security for the employees in Arjun Amaravathi private limited is good after the managing change. It is very important for the management to give guidance to employees to make effective decisions and improve their performances. Figure 12 clearly shows they feel comfortable and safe in their work place as most of the employees answered as presented in below figure.

Figure 12: Job security for employees in organisation

Is inter-personal relationship between the employee’s are changed after the management change?
Figure 13: Inter-personal relationship between employees are changed after managing change

The above figure 13 explains inter personal relationship between the employee’s are changed after the management change in Arjun Amaravathi. It is approved by more number of employees of Arjun Amaravathi private limited i.e. nearly 45 percent of employees agreed and 30 percent of the employees strongly agreed for this question raised by author.

From the case studies the author absorbs that inter personal relationship can be achieved by good understanding between the employees. They author also notices that it contributes the key to organisational success.#p#分頁(yè)標(biāo)題#e#

Does the job’s satisfaction on achievement of target and workers have been appreciated by the management?

Figure 14: Job satisfaction on achievement of target are appreciated by management

As noticed in the above figure 14 job satisfactions on achievement of target are appreciated by management. This can be understandable for the readers by viewing above figure from Arjun Amaravathi private limited employee’s feedback. The targets are achieved by team work as initiated by the management and the employees implement in their job.

How do you feel to work in your organisation after the management change?

The below figure 15 reveals that employees of Arjun Amaravathi private limited like to work in Arjun Amaravathi private limited after their change in the management. The figure clearly shows that employee’s requires more efficient leader in a crucial factor for an organisations success and for the employees to feel comfortable to complete their tasks.

Figure 15: How do you feel to work in your organisation after management change

From this analysis the author noticed that managing change with new strategies helps the organisations to be more successful in their business like Arjun Amaravathi private limited.

4.6 Summary:
As discussed in this chapter the overall data analysis of the above findings by the author from Arjun Amaravathi private limited has drawn in terms of the diagrams on various aspects regarding the research.

The figures clearly states the feedbacks from employees of Arjun Amaravathi private limited based on their management change. The next chapter is discussed with the finding of the author in this research and it is concluded with the limitations and recommendation for further research related to this research area.

Chapter Five
Conclusions & Recommendations
5.1 Introduction:
This chapter finally concludes the research findings with regard to the research aim and objectives. Research is concluded with the findings from primary and secondary data of this research with recommendations. This research also involves few limitations which were mainly time and travel constraints. Furthermore, the author has provided suggestions for further research in the research area.

5.2 Conclusions:
The data analyzed from the secondary research and primary research data retrieved from Arjun Amaravathi private limited is concluded in this section. The author has critically assessed that change management is a process of an organization where its employees go through to overcome the challenges caused by change.

The managing change process involves leading, managing, and supporting the organization during the process. Change management ensures the organization is prepared to impact caused by change and also ensures the business objectives can be achieved. The organisations provide standard and tailored change management programs to support customers during implementation. Change management professionals plan a program to meet organization’s specific needs and environment.#p#分頁(yè)標(biāo)題#e#

From this research the author absorbed in an organisation the satisfaction among managers, professional and employees are understandable even though the types of work and company policies were roughly comparable across communities during the change. Adaptability to changes and speed of innovation are a prerequisite for business process management.

A business process management approach should be able to accommodate these changes in the model as and when they occur in transformation of significance will create people issues. Leaders are asked to step up new strategies for guiding their employees where tasks will be changed. Employees should be provided with new skills and capabilities to work in individuals, teams, organizations and societies that enable the transition from a current state to a desired future state.

The change in an organisation requires the engagement and participation of the employees involved for its success. Change Management provides a framework for managing the employees to cope up with the changes and for economic health of a company. It is a matter of instituting a system where employees share the rewards of production in a manner that is proportionate to individual performance rewards for production.

The implication of the employees is clear to obtain an accurate picture of employee satisfaction; management must get information from a representative sample of all employees. Projects should have a well defined strategy outlining the goals and objectives of their task. The strategies are supported by a plan and the process should also assess the performance in meeting those objectives so that adjustments can be made if necessary. The support is with the Strategies, Change Management Planning and implementation planning. Managing Transition and Change during organizational change should be central and enduring to the management.

Effective Change Management needs to be viewed as an human process rather than a technical process. This will come to light when Change Management is described as a series of approaches or processes in an organization when it moves from its current state to a desired state. Intellectually the changes to structures, processes, policies and technology will likely improve efficiencies of the organisation in the market.

If organizations do not constantly seek to adapt and keep pace with new demands or take advantage of efficacies they run the risks of under performing companies in the market and ultimately they will be forced out. Managing in today’s organizations means it must constantly identify when and where change is needed. The competitive supremacy increases profits and maximum control over company's destiny is essential to innovate, learn quickly and respond quickly.

This must be done by managing change within the organisation. By being aware of the environment and trends outside the organisation and employees within the organisation are keen to make change a strategic approach to required management change.#p#分頁(yè)標(biāo)題#e#

In an organisation Success can be enhanced if managers play an active role in both planning and delivering messages about the change initiatives to the employees. Control over the environment can affect different areas that are important to the organisation. The employees are trained how to utilise skills; opportunities for promotion; job security; job status and job recognition.

Changes are imposed for consultation and the employees are trained to influence an outcome are directed to undergo conflict and organisational process. The skills that can help managers include: motivational techniques, team building, coaching, feedback, setting priorities, negotiating priorities, stress-management, and dealing with conflict, systematic problem-solving and effective delegation. In some instances, business process will adapt to fit the system’s functionality and other times the system may need customization to meet the required business process.

During managing change the control in the organisation lies to personalise the events that are happening and direct it towards particular employees. The employees who have enough skill in the management become the head and they will train the others for the management change. Others in the organisation seem to know that these employees are to be more powerful for its success.

The need to control environment and resist change can overcome during the change in an organisation even if it bring new opportunities. During managing change the control in the organisation lies to personalise the events that are happening and direct it towards particular employees. The employees who have enough skill in the management become the head and they will train the others for the management change. Others in the organisation seem to know that these employees are to be more powerful.

Important issues come in terms with the feelings about the past and under go a form of grieving the business. These processes consolidate the value about the past and prepare the employees move on and build a new business for the organisation.

The employees have a responsibility to manage change and to increase the probability of successful implementation of the program. It is accomplished by promoting broad organizational acceptance of the transformation and prepares the logistics workforce to operate effectively in the new environment.

The organisation contains a contingency allowance, develop a plan to change will be requested and approved by management. Documentation of all changes avoids any informal undocumented change process and establishes a single point of contact to authorize the change. Document the change as approved and the impact to the scope of work through an organisation amendment order change notice.

The organizational implications are using measurement tools to monitor progress and adjust change management activities to meet evolving program needs. Change Management is an on-going process that crosses all logistics initiatives. Managing transformation and helping the workforce adjust to change will be a constant throughout the logistics transformation. Management’s responsibilities include an evaluation of risks, implementation of controls sufficient to provide reasonable assurance that the objectives will be accomplished and monitoring activities assess compliance with controls.#p#分頁(yè)標(biāo)題#e#

The research methods which are chosen by the author for collecting the primary data for this research have been discussed in this chapter. The questionnaire and interview methods are used for collecting the primary data from Arjun Amaravathi private limited. The mixed method which contains both qualitative data and quantitative data includes both numeric and theoretic data.

The mixed method approach is more effective as it contains both qualitative data and quantitative data. In mixed method research author gathers secondary data which has been already researched by other researchers in the same field and distributed questionnaire to the employees of Arjun Amaravathi private limited for collecting the primary data. The author also collected primary data from Arjun Amaravathi private limited by conducting interviews with the managers.

The particular goals and objectives of this dissertation are analyzed and synthesized from multiple angles depending as the particular research evaluation questions are being addressed by the author. The collected data from the respondents of Arjun Amaravathi private limited are observed and measured by the author have been analysed in this chapter.

The information have been analyzed and structurally presented with the figures based on the research questions framed by the author. The data gathered from the questionnaire and interview method will form the basis for interpretation of this dissertation. The analysis has quantitative method on relating and interpreting the numbers to the feedbacks derived from the questionnaire and interview research methods.

5.3 Recommendations:
Based on the analysis of the collected data and conclusion of the research findings, the author makes certain recommendations.

The author first recommends certain areas in which Arjun Amaravathi private limited has to make a initiate and improve. It is absorbed by the author that Arjun Amaravathi private limited should be more practical and eradicate the traditional way of approach.

This is where the role of top management comes is responsible for the change which could bring in the quality, as we have earlier discussed in literature review that change in the organization can bring quality in an organization. The management should provide training to their employees to achieve their tasks during the change management.

The leadership must come in force, directing the staff, inducing discipline in following the new strategies where leaders should act as role model and should strive for continuous improvement. The leader’s positive attitude must motivate the employees in most process of the organizations where employees should follow what their leader does. The leader must train their employees to complete their task successfully.

5.4 The limitations of the research:
As mentioned earlier in the Research Methodology chapter, the limitations of the research have been discussed in this section.

Time constraint is one of the limitation due to limited time in depth primary research was not possible by the author in Arjun Amaravathi private limited.#p#分頁(yè)標(biāo)題#e#
Travel constraint is another limitation of this research the author has prepared a set of the interviews and questionnaires before hand and has telephoned the managers.
Due to travelling constraint it was not possible for the author to personally go to their place and interview.
A major setback is the Interview questions cannot be changed according to an individual’s understanding.
6.5 Suggested areas for further research
The suggestions for further research are discussed in this chapter. The author suggests for further research on evaluating the functions of different functions during managing change. Though many organizations attempt for change management most of them partially succeed or fail altogether, which is the main barrier for their success. Hence the author suggests for an in-depth research on how to make organizations understand the concept of change management.

The author also suggests for further research on finding out how managing change sigma can be achieved by the organizations. Future study can be concentrated on increasing the effectiveness of change management in different departments of organisation can be analysed by comparing the organisations in India. It can also be extended by comparing different company’s process in change management.

6.6 Summary:
Thus the research is concluded in this chapter with the author findings with the recommendations for the organisation, limitations of this research and guidelines for further research.

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Questionnaire:
Does change management entails planning, sensitive implementation and involve the employees for the changes?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Change management ensures your organization for achieving the business objectives?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Do the top level leaders help you to cope with changes and its effects in the management?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
When change is implemented does the management need to operate in a new way to be successful?#p#分頁(yè)標(biāo)題#e#
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Does the management encourage the employees by rewarding them for their hard work?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Do you seek advice from your co-workers in your organisation?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Are you satisfied with the relationship that you have with your co-workers?
Fully satisfied
satisfied
neutral
not satisfied
Employees demonstrate competence and develop the learning skills needed to adapt in the future?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
The Change Management mission reduces risk and increase the probability of successful implementation of the program?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
10. Does the attitude of the employees are changed towards the job during the managing change in your organisation?

Strongly agree
Agree
Neutral
Disagree
Strongly disagree
11. Do the work environment in your organization is changed after the change in the management?

Strongly agree
Agree
Neutral
Disagree
Strongly disagree
12. How is the job security for the employees in your organisation?

Excellent
Good
Average
Poor
13. Is inter-personal relationship between the employee’s are changed after the management change?

Strongly agree
Agree
Neutral
Disagree
Strongly disagree
14. Does the job’s satisfaction on achievement of target and workers have been appreciated by the management?

Strongly agree
Agree
Neutral
Disagree
Strongly disagree
How do you feel to work in your organization after the management change?
Very interesting
interesting
neutral
not interesting
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